Oreword: Chairman and Chief Executive Officer President and Chief Operating Officer

SHARP Management Manual
Version 1.0, August 2004
FOREWORD
How do you stay safe in what seems to be an increasingly unsafe world? As the nature of our
work has evolved over the past five years, so have the challenges in maintaining a safe
workforce. To respond to these challenges, we have several important health and safety
initiatives associated with Parsons 2004–2008. Our Safety, Health, and Risk Program, known as
SHARP, reinforces the requirement for all Parsons Project Managers to implement effective
programs in these areas. This manual, SHARP Management, is one of our key safety initiatives
and provides a roadmap to implementing these programs on all Parsons’ projects.
For SHARP Management to be successful, Parsons’ safety culture must continue to evolve.
Parsons uses a supervisory behavioral based training program, Supervisory Training in Accident
Reduction Techniques (START), to train managers at all levels. START lays the groundwork for
SHARP Management by placing accountability and responsibility for safety and risk with all
employees in an organization. Every supervisor and manager must take START training.
Parsons’ continuing efforts to improve our safety, health, and risk management depend on
performance metrics tied into employee evaluations and incentive programs. Those metrics help
measure our progress at the project, sector, division, and corporate levels.
In safety, we are all our neighbor’s keeper. We ask you to commit with us to seek opportunities
each day to make your workplace safe. Our employees truly are our number one asset, and their
safety is our number one concern.
Chairman and Chief Executive Officer President and Chief Operating Officer
To assign responsibility without

also assigning accountability is
safety’s greatest failing.
Don Petersen
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ROADMAP TO USING THIS MANUAL

SHARP Management is Parsons’ safety, health, and risk management program and one of the
most important tools in our corporate commitment to implementing best practices in achieving
zero incidents.
This manual will help Parsons’ Project Managers implement effective SHARP Management
programs on projects by explaining each step in the health, safety, and risk management process.
The manual outlines roles and responsibilities and provides examples and sample forms so that
Project Managers have ready access to everything needed to establish a strong safety program at
the outset of a project.
There are six phases and 23 work elements in the SHARP Management process. These form the
organizational foundation for this manual. Each phase is defined in the following paragraphs
while the 23 work elements are explained in numbered sections, each of which includes roles and
responsibilities, questions and answers, useful forms, and other pertinent information.
PHASE 1: BUSINESS DEVELOPMENT

Integrating safety, health, and risk management into business development is an important part
of Parsons’ winning strategy and is integral to our executing work safely. A safe work approach
begins with the business development team.
PHASE 2: STARTUP
Each Project Manager develops and issues a Project Safety Plan (PSP) concurrent with the
Project Management Plan (PMP). The PSP explains all project requirements for safety, health,
and risk management.
PHASE 3: ADMINISTRATION/DESIGN
As Exhibit 2 shows, all projects have an administration phase that spans startup to closeout and
includes work elements common to all Parsons’ projects.
PHASE 4: CONSTRUCTION OR FIELD ACTIVITIES

The construction or field phase identifies safety requirements for employees based in the field
and those who visit field operations frequently. These requirements may apply to site visits,
surveys, monitoring, or remediation and construction.
PHASE 5: TESTING, PRECOMMISSIONING, OPERATIONS, OR DECOMMISSIONING

This phase will be released in early 2005.
PHASE 6: PROJECT CLOSEOUT

Every project has a closeout phase. Failure to properly close out a project may lead to accidents
and injuries on future projects and prove costly if future legal matters or regulatory inquiries
require inspection of project safety records. Project Managers must ensure that our projects
complete all steps of the closeout phase.
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Roadmap to Manual
GETTING STARTED
Read Section 1 first to become familiar with our corporate safety philosophy, safety management
approach, and the guiding principles of SHARP Management. Section 1 describes how we are
implementing proactive safety controls to prevent injuries to our employees and subcontractors.
CLARIFY PARSONS’ SAFETY ROLE AND RESPONSIBILITIES

Before beginning work on a new project, a Project Manager must clarify Parsons’ project safety
role and responsibilities. In most cases, these will be clearly identified in the contract, but
occasionally some uncertainties may remain. Roles and responsibilities vary depending on the
type of work we engage in with a client. For example, Parsons could perform work for a client
with a direct hire workforce, PM/CM with or
without safety responsibilities, CM at risk,
general contractor, or augmenting a client’s Regardless of our role, the health
engineering staff. and safety of our employees is
always paramount.
Safety responsibilities vary greatly with these
contractual scenarios and Parsons must provide
the services dictated by the agreement with the owner.
NEXT STEPS
Review the flow chart, example schedule, responsibilities matrix, and checklists that follow.
They will help Project Managers understand project phasing and work elements, and how they
relate to the sections of this manual.
♦ Exhibit 1 – The Roadmap outlines the six phases and 23 work elements that make up the
SHARP Management program and takes Project Managers through each work phase
from business development through project closeout.
♦ Exhibit 2 – This simplified Schedule loosely shows the timing and sequence of the 23
project work elements.
♦ Exhibit 3 – Project Managers should become familiar with this Responsibility Matrix
because it reflects key roles and responsibilities surrounding the work elements in each
project phase, some of which are new.
♦ Exhibit 4 – These Checklists help Project Managers track deliverables or activities in
each phase.
Each project’s scope of work determines which of the six phases are used in mapping out a
project. In general, all projects go through business development, startup, administration, and
closeout. However, many projects do not include construction/field or commissioning/
operations. Whichever combination applies, this manual gives essential guidance to develop and
implement Parsons’ SHARP Management best practices on a project.
Note: This version of the SHARP Management manual does not include work elements for the
commissioning, plant operations, and decommissioning phases. These will be included in
a later version.
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Roadmap to Manual

Roadmap to Manual
Exhibit 3 – SHARP Management Responsibilities Matrix

Roadmap to Manual
Exhibit 4 – SHARP Management Checklists
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TABLE OF CONTENTS
FOREWORD AND ROADMAP TO USING THIS MANUAL
TABLE OF CONTENTS.............................................................................................. I
EXHIBITS AND APPENDICES .................................................................................... V
ACRONYMS ......................................................................................................... VII
REFERENCED WEB LINKS ..................................................................................... IX
ZERO INCIDENT TECHNIQUES AND SHARP MANAGEMENT
1. INTRODUCTION .................................................................................................. 1-1
1.1 Roles and Responsibilities....................................................................... 1-2
1.2 Basics....................................................................................................... 1-3
1.3 Applying Zero Incident Approach........................................................... 1-3
1.4 The Project Safety Plan or Design/Office Safety Plan ............................ 1-4
1.5 Risk Management .................................................................................... 1-4
1.6 How Will We Measure Our Progress? .................................................... 1-5
1.7 Parsons Workplace Health and Safety .................................................... 1-6
BUSINESS DEVELOPMENT PHASE
2. BUSINESS DEVELOPMENT .................................................................................. 2-1
2.2 Basics....................................................................................................... 2-2
2.3 Gold Team Reviews ................................................................................ 2-2
2.4 Teaming, JVs and Subcontract Agreements............................................ 2-3
2.5 Cost Volume Preparation ........................................................................ 2-5
2.6 EPR and Risk Analysis............................................................................ 2-5
STARTUP PHASE
3. INITIAL HAZARDS ANALYSIS AND PLANNING ........................................................ 3-1
3.2 Basics....................................................................................................... 3-1
3.3 Regulatory Requirements ........................................................................ 3-2
3.4 Disciplinary Procedures........................................................................... 3-2
4. PROJECT SAFETY PLAN (PSP) .......................................................................... 4-1
4.2 Basics....................................................................................................... 4-2
4.3 Selecting a Safety Plan Template from Appendix A............................... 4-2
4.4 Pertinent Information Required............................................................... 4-2
4.5 Establishing Pertinent Content ................................................................ 4-3
4.6 Review, Issue and Maintain the PSP....................................................... 4-4
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Table of Contents
5. STAKEHOLDER PSP ALIGNMENT MEETING ..........................................................5-1

5.1 Roles and Responsibilities .......................................................................5-1
5.2 Basics .......................................................................................................5-1
ADMINISTRATION/DESIGN PHASE
6. AWARENESS CAMPAIGN .....................................................................................6-1
6.2 Basics .......................................................................................................6-1
6.3 Typical Safety Billboard Example ...........................................................6-2
6.4 Link to Archived Awareness Campaign Materials ..................................6-2
7. EMPLOYEE ORIENTATION....................................................................................7-1
7.2 Basics .......................................................................................................7-1
7.3 Forms........................................................................................................7-2
8. TRAINING...........................................................................................................8-1
8.2 Basics .......................................................................................................8-1
8.3 When is Training Required? ....................................................................8-2
9. HEALTH AND SAFETY COMMITTEE .......................................................................9-1
9.2 Basics .......................................................................................................9-1
9.3 Sample Agenda/Minutes Form.................................................................9-2
10. INCIDENT INVESTIGATIONS ................................................................................10-1
10.1 Roles and Responsibilities .....................................................................10-1
10.2 Basics .....................................................................................................10-1
10.3 PWeb Link for the Incident Investigation Form ....................................10-2
10.4 Incident Investigation Basics .................................................................10-2
10.5 Root Cause Investigation .......................................................................10-4
11. MEASUREMENT AND REPORTING .......................................................................11-1
11.2 Basics .....................................................................................................11-1
11.3 Online Safety Reporting System ............................................................11-2
11.4 OSHA Accident Recording/Reporting Requirements ...........................11-2
11.5 Hours for Parsons Monthly Statistical Reports ......................................11-2
11.6 Manual Incident/Accident Report Form ................................................11-5
12. AUDITS, INSPECTIONS, AND RECORDKEEPING ....................................................12-1
12.2 Basics .....................................................................................................12-1
12.3 When are Audits and Inspections Necessary?........................................12-2
12.4 Recordkeeping Requirements ................................................................12-2
12.5 Links to Standard Audit and Inspection Protocols.................................12-2
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Table of Contents
CONSTRUCTION OR FIELD PHASE

13. PRECONSTRUCTION SAFETY ACTIVITIES............................................................ 13-1
13.1 Roles and Responsibilities..................................................................... 13-1
13.2 Basics..................................................................................................... 13-1
13.3 Forms ..................................................................................................... 13-2
14. PROJECT SITE ORIENTATION ............................................................................ 14-1
14.2 Basics..................................................................................................... 14-1
14.3 Basics..................................................................................................... 14-2
14.4 Forms ..................................................................................................... 14-2
15. MEET BUILDING TRADES, OSHA, AND OTHER AGENCIES .................................. 15-1
15.2 Basics..................................................................................................... 15-1
15.3 Meeting with Building Trades............................................................... 15-1
15.4 Meeting with OSHA and Other Agencies ............................................. 15-2
16. REVIEW CONTRACTOR/SUBCONTRACTOR SAFETY PROGRAMS ........................... 16-1
16.2 Basics..................................................................................................... 16-1
16.3 Model Subcontractor Safety Plan.......................................................... 16-1
16.4 Forms ..................................................................................................... 16-2
17. SUBCONTRACTOR PREMOBILIZATION MEETING.................................................. 17-1
17.2 Basics..................................................................................................... 17-1
17.3 Forms ..................................................................................................... 17-1
18. RISK MITIGATION PLANNING (TWO-WEEK LOOK-AHEAD) ................................... 18-1
18.2 Basics..................................................................................................... 18-1
18.3 Forms ..................................................................................................... 18-2
19. ACTIVITY HAZARDS ANALYSIS .......................................................................... 19-1
19.2 Basics..................................................................................................... 19-1
19.3 Link to the Activity Hazards Analysis Core Process ............................ 19-1
19.4 Instructions for Completing an Activity Hazards Analysis................... 19-2
19.5 Forms ..................................................................................................... 19-3
20. RECURRING FIELD SAFETY MEETINGS/TRAINING ............................................... 20-1
20.2 Basics..................................................................................................... 20-1
20.3 Links to Sample Safety Topics.............................................................. 20-2
20.4 Other Safety Meetings........................................................................... 20-2
20.5 Common Field/Construction Project Training ...................................... 20-4
21. PROJECT MANAGEMENT SITE SAFETY INSPECTIONS .......................................... 21-1
21.2 Basics..................................................................................................... 21-1
21.3 Safety Inspection Checklist ................................................................... 21-1
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Table of Contents
TESTING, COMMISSIONING, OPERATIONS, AND DECOMMISSIONING PHASE

CLOSEOUT PHASE
22. LESSONS LEARNED AND FINAL SAFETY REPORT................................................22-1
22.2 Basics .....................................................................................................22-1
22.3 Example Final Safety Report Table of Contents....................................22-2
23. RECORDS RETENTION ......................................................................................23-1
23.2 Basics .....................................................................................................23-1
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EXHIBITS AND APPENDICES

EXHIBITS
Exhibit 1 – SHARP Management Roadmap ...................................................................................3
Exhibit 2 – SHARP Management Example Schedule.....................................................................3
Exhibit 3 – SHARP Management Responsibilities Matrix .............................................................5
Exhibit 4 – SHARP Management Checklists..................................................................................6
Exhibit 1-1 – Proactive Risk Management Process .................................................................... 1-4
Exhibit 1-2 – Parsons Workplace Health and Safety Policy ....................................................... 1-7
Exhibit 2-1 – Sample Subcontractor Qualification Scorecard .................................................... 2-3
Exhibit 3-1 – Competent Person and Activity Hazards Analysis Requirements ........................ 3-3
Exhibit 4-1 – PSP Information Required..................................................................................... 4-2
Exhibit 7-1 – Sample Safety Orientation Document ................................................................... 7-2
Exhibit 9-1 – Safety Committee Agenda/Minutes Form............................................................. 9-3
Exhibit 11-1 – Incident Reporting Requirements for State Plans ............................................. 11-3
Exhibit 11-2 – OSHA First Aid List.......................................................................................... 11-4
Exhibit 11-3 – Incident/Accident Report Form......................................................................... 11-5
Exhibit 13-1 – Sample Preconstruction Safety Planning Outline ............................................. 13-3
Exhibit 13-2 – Specification Risk Analysis Checklist .............................................................. 13-4
Exhibit 13-3 – Site Specific Risk Review Checklist ................................................................. 13-5
Exhibit 14-1 – Sample Extract from a Safety Orientation Manual ........................................... 14-3
Exhibit 16-1 – Preconstruction Safety Meeting Checklist ........................................................ 16-2
Exhibit 16-2 – Subcontractor Site Specific Safety Plan Review............................................... 16-3
Exhibit 16-3 – Subcontractor Competent Person Form ............................................................ 16-4
Exhibit 16-4 – Initial Subcontractor Employee Training Acknowledgment Form................... 16-5
Exhibit 17-1 – Premobilization Safety Meeting........................................................................ 17-2
Exhibit 17-2 – Site Specific Risk Review Checklist ................................................................. 17-3
Exhibit 18-1 – Risk Mitigation Two-Week Look-Ahead Form ................................................ 18-2
Exhibit 19-1 – Example Completed Activity Hazards Analysis ............................................... 19-4
Exhibit 19-2 – Example Activity Hazards Analysis.................................................................. 19-6
Exhibit 20-1 – Daily Safety Planner, Tri-fold ........................................................................... 20-3
Exhibit 20-2 – Example Toolbox Topic.................................................................................... 20-4
Exhibit 20-3 – Competent Person and AHA Requirements ...................................................... 20-5
Exhibit 21-1 – Supervisor, Resident Engineer, Inspector Daily Checklist ............................... 21-3
Exhibit 21-2 – Notice of Subcontractor Violation of Safety and Health Regulations .............. 21-4
Exhibit 21-3 – Field Supervisor Safety Performance Evaluation ............................................. 21-6
Exhibit 21-4 – Project Manager Expectations........................................................................... 21-7
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Exhibits and Appendices
APPENDICES
APPENDIX A – MODEL HEALTH & SAFETY PLANS ............................................... A-1
Appendix A1 Model Project Safety Program (PSP)....................................................A1-1
Appendix A2 Model Subcontractor Safety Plan (SSP) ...............................................A2-1
Appendix A3 Model Design/Office Safety Plan (DOSP)............................................A3-1
APPENDIX B – AUDIT FORMS .............................................................................. B-1
Appendix B1 Safety Systems Audit Protocol.............................................................. B1-1
Appendix B2 Construction Site Audit Guide .............................................................. B2-1
Appendix B3 Office Audit Protocol ............................................................................ B3-1
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ACRONYMS
AHA Activity Hazards Analysis
AIC Area Incident Commander
CII Construction Industry Institute
CM construction management
CPR cardiopulmonary resuscitation
DAW days away from work
DOSP Design/Office Safety Plan
DOT Department of Transportation
EMR emergency management response
EPR Executive Proposal Review
FA/CPR first aid/cardiopulmonary resuscitation
FAA/TSSC Federal Aviation Administration Technical Support Services Contract
FCE functional capacities exam
FTE full time equivalent
GBU Global Business Unit
HR Human Resources
IDLH immediately dangerous to life and health
JV joint venture
LOTO Lockout/tagout: Lockout/tagout measures prevent workers from exposure to injurious or life-
threatening situations from energized circuits and equipment
LWDC Lost work day case
MI management instruction
MSDS Material safety data sheets: A sheet with various facts for a chemical that poses a potential physical or
health hazard on the jobsite
NIOSH National Institute for Occupational Safety and Health
NTP notice to proceed
OE ordnance explosives
OSHA Occupational Safety and Health Administration
PCI Parsons Constructors, Inc.
PERT Parsons Emergency Response Team
PM Project Manager
PMP Project Management Plan
PPE Personal protective equipment: Equipment designed to protect various parts of the body that
complement other safety measures in place while on the jobsite
PSM process safety management
PSP Project Safety Plan
QA/QC quality assurance/quality control
RE Resident Engineer
RIFR recordable incident frequency rate
RMPCP risk management planning and control process
SAT substance abuse test
SBA Small Business Administration
SENRAC Steel Erection Negotiated Rule Advisory Committee
SHARP Safety, Health, and Risk Program
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Acronyms
SHSP Safety, Health and Security Program: Describes the safety, health, and security requirements and
guidelines developed by Parsons for their work in support of the project
SOP standard operating procedures
SPAC standards, policies, or administrative control
SSP subcontractor safety plan
SSSP site-specific safety plan
START Supervisory Training in Accident Reduction Techniques
UXO unexploded ordnance
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REFERENCED WEB LINKS

Sub-
section Description Web Link
1.8 Parsons Workplace Health and https://pweb.parsons.com/Policy/Search_for_a_Policy/_policies_search.htm?field
Safety Policy =mnu0
6.4 Link to Archived Awareness https://livelink.parsons.com/livelink/livelink.exe?func=ll&objId=7530025&objActio
Campaign Materials n=browse&sort=name
8.4 Link to Model Training Core https://livelink.parsons.com/livelink/livelink.exe?func=ll&objId=8600249&objActio
Process n=browse&sort=name
10.3 Incident Investigation Form https://pwebtools.parsons.com/safety/
11.3 Online Safety Reporting System Pweb.parsons.com/PIT/safety/default.htm
https://livelink.parsons.com/livelink/livelink.exe?func=ll&objId=8621737&objActio
n=browse&sort=name
11.5 OSHA Accident https://livelink.parsons.com/livelink/livelink.exe/fetch/2000/2988/6386382/638638
Recording/Reporting 3/1904_Record_Report.pdf?nodeid=6968284&vernum=1
Requirements
12.4 Link to Model Training Core https://livelink.parsons.com/livelink/livelink.exe?func=ll&objId=8600242&objAction
Process =browse&sort=name
Pweb.parsons.com/PIT/safety/default.htm
https://livelink.parsons.com/livelink/livelink.exe?func=ll&objId=8602493&objActio
n=browse&sort=name
12.6 Link to Corporate Records https://livelink.parsons.com/livelink/livelink.exe?func=ll&objId=2013246&objActio
Retention Policy n=browse&sort=name
19.3 AHA Core Process https://livelink.parsons.com/livelink/livelink.exe?func=ll&objId=8602988&objActio
n=browse&sort=name
20.6 Link to Sample Safety Topics https://www.toolboxtopics.com
http://www.safetysam.net/toolbox.htm
http://www.armorassurance.com/infocenter/TBT/default.htm
http://www.cdc.gov/node.do/id/0900f3ec8000ebdc
http://www.riskandsafetymanagement.com/Locator%20Occupational%
20Safety.html
https://www.cagc.org/safety_health/toolbox_talks_list.cfm
Office Safety www.cdc.gov/od/ohs/manual/ofsfty.htm
www.pp.okstate.edu/ehs/links/office.htm
Laboratory Safety http://www.osha.gov/SLTC/laboratories
PWeb Safety Sites Pweb.parsons.com/PIT/safety/default.htm
Pweb.parsons.com/PARCOMM/Occupational_safety
https://pweb.parsons.com/PWI/Safety/Default.htm
Pweb.parsons.com/PWI/Safety/default.htm
23.2 Corporate Records Retention https://pweb.parsons.com/Policy/Search_for_a_Policy/_policies_search.htm?field
Policy =mnu0
A-1, Substance Abuse Testing Policy https://livelink.parsons.com/livelink/livelink.exe/Substance_Abuse.doc?func=doc.
4.11.2 Fetch&nodeId=2471927&vernum=6&docTitle=Substance+Abuse%2Edoc
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ZERO INCIDENT TECHNIQUES AND SHARP MANAGEMENT

1. INTRODUCTION
The Parsons Safety, Health, and Risk Program, known as SHARP Management, formalizes our
corporate Zero Incident management approach. The Zero Incident philosophy originated with a
study by the Construction Industry Institute (CII) that identified specific control measures shown
to dramatically reduce the probability of incidents. These control measures, known as Zero
Incident Techniques, provide the framework for SHARP Management. SHARP Management is
Parsons’ proactive approach to manage the three interrelated areas of safety, health, and risk
management.
To ensure the success of the SHARP Management, Parsons’ safety culture must be dynamic and
evolving. This begins with training all management personnel in the foundations and philosophy
of SHARP Management through Supervisory Training in Accident Reduction Techniques,
known as the START program. This training lays the groundwork for SHARP Management by
creating accountability and responsibility for the safety and risk process with all employees. All
Parsons supervisors must complete START training.
SHARP Management is based on nine Zero Incident Techniques, each essential to the success of
our project safety programs. The nine Zero Injury Techniques are:
Zero Incidents Techniques: A Snapshot of What and Why
Key Technique What and Why
1 Demonstrated Management All levels of management consistently display their commitment to the SHARP
Commitment Management process.
As organization leaders, managers are role models whose actions send a strong
message to employees.
2 Staffing for Safety Each GBU funds a full-time Safety Manager to assist in implementing and administering
Parsons’ safety program and SHARP Management.
The safety manager consults with line organizations, helping to emphasize that safety is
the responsibility of each employee on the project, not just the safety department.
3 Safety Planning – Planning safety into design and construction by using activity hazards analyses is key to
Pre-project/Pre-task eliminating accidents and incidents in the workplace. Planning job tasks with safety as a
key component raises safety awareness of supervisors and employees.
Pre-task planning improves productivity and reduces the negative impact of direct and
indirect costs of accidents.
4 Safety Training and Orientations, daily and weekly training sessions are conducted at all levels of an
Education organization. Specialized training is also conducted to provide specific knowledge about
hazardous work activities.
Ongoing safety orientation and training gives employees the knowledge and skills to
complete their job tasks without injury.
5 Worker Involvement and Empowering employees to identify hazards in the workplace is a valuable tool to increase
Participation safety awareness. Conducting labor-management safety committee meetings allows a
forum to coordinate and resolve safety issues.
When employees identify and have the ability to correct hazards in the workplace, safety
motivation and awareness increase and fewer accidents occur.
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Introduction
Zero Incidents Techniques: A Snapshot of What and Why

Key Technique What and Why
6 Recognition and Rewards Employee recognition programs to reward and recognize employees for safe behavior
can be based on individual or group accomplishments.
Safe behavior is positively reinforced through management involvement, personal
contact, communication, and training.
7 Subcontractor Management Project Managers must ensure subcontractors comply with safety and health rules and
regulations in accordance with contractual requirements.
Aggressive management of subcontractor safety reduces accidents and incidents on the
jobsite and reduces the risk of general liability claims against the company.
8 Accident/Incident Reporting Each project must investigate accidents and incidents immediately and report to the
and Investigation appropriate GBU personnel.
The investigation process includes root cause determination and recommendations to
prevent future occurrences.
9 Drug and Alcohol Testing Employees are tested for drugs and alcohol where and when permitted by state law and
local collective bargaining agreements during pre-employment, at random, post-accident,
and when reasonable suspicion exists.
Testing employees for drugs and alcohol reduces the likelihood of serious injuries as a
result of workers being impaired while working on a project.
1.1 ROLES AND RESPONSIBILITIES

Each Project Manager implements a safety program that ensures the safety of all project
employees, contractors, visitors, and others involved in a project. The Project Manager’s role in
implementing a safety program includes these responsibilities:
♦ Provide leadership by demonstrating a personal commitment to safety at all times
♦ Provide hands-on participation in the development and implementation of the PSP/DOSP
♦ Allocate sufficient budget and resources to implement the PSP/DOSP
♦ Develop incentive/rewards programs to recognize safety achievements
♦ Establish a disciplinary program for unsafe behavior
♦ Meet safety targets
Roles and responsibilities of other Parsons managers and staff include:
Project Role Project Responsibility
Project Manager Ensures that the project develops and implements all work elements.
Project Safety Manager Provides technical expertise; supports Project Managers in implementing PSP/DOSPs.
Project Controls Manager Supports project controls requirements.
Project Human Resources Manager Supports project human resources requirements.
Resident Engineer/Superintendent Ensure that all employees work safely and in accordance with project PSP/DOSPs.
GBU President Defines GBU expectations and accountability consistent with corporate SHARP
Management goals and objectives.
GBU Business Development Manager Establishes requirements applicable to each project.
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Introduction

GBU Safety Manager Provides oversight, technical guidance, training, and support to project safety
managers; leads safety audit efforts; and champions implementation of safety
initiatives.
GBU Risk Manager Establishes requirements applicable to each project.
GBU Quality Manager Audits SHARP Management processes as part of the quality assurance audit of project
management plans (PMPs).
Division Manager Establishes division-level safety initiatives; monitors development and use of
PSP/DOSPs for all division projects.
Sector Manager Works closely with Project Managers to ensure PSP/DOSP implementation.
Parsons CEO/President Provides leadership and company-wide direction on SHARP Management goals and
objectives.
Corporate Safety Provides technical and programmatic content to the CEO/President and company-wide
direction and leadership on SHARP Management processes.
All employees Act proactively with regard to health and safety issues.
1.2 BASICS
Question Answer
What drives Parsons’ SHARP Safety is a Parsons core value. Occupational safety makes good business sense and is
Management processes? the right thing to do for both our employees and our customers. SHARP Management is
a proven method to implement a sound safety program.
Who establishes Parsons annual The CEO/President and GBU Presidents develop minimum goals. Division, Sector and
goals? Project Managers may add to those goals.
What differentiates Parsons from its Following SHARP Management accelerates our ability to achieve exceptional safety
competitors in health and safety results and demonstrates our Corporate and personal commitment to project safety to
management? all our clients.
How does Parsons measure the We have three measurement systems: (1) compliance with process requirements; (2)
effectiveness of the SHARP incident rates, general liability, and workers compensation data; and (3) customer
Management processes? feedback.
How can a project manager instill the Project Managers must set a positive example every day, continuously educate and
Make It Personal philosophy? involve employees in SHARP Management, and emphasize the importance of working
according to the PSP/DOSP.
1.3 APPLYING ZERO INCIDENT APPROACH

To ensure that our approach to SHARP
Management is consistent and uniform, we must
adopt standard techniques for all employees to use Each technique is adapted to any
no matter the project or task. Understanding the project, regardless of complexity or
risk, ensuring a proactive system of
nine Zero Incident Techniques and the activities planning, training, and
presented in this manual helps employees readily implementation throughout.
transition from project to project with foundation
of SHARP Management in place.

Introduction
These techniques establish the distinct Parsons safety culture by standardizing our safety, health,
and risk program and empowering every employee to take action to eliminate injury and enhance
safety.
1.4 THE PROJECT SAFETY PLAN (PSP) OR

DESIGN/OFFICE SAFETY PLAN (DOSP)
The PSP/DOSP is essential to the successful and consistent implementation of Parsons’ safety
program on all projects. For construction or other high-risk projects, developing a PSP/DOSP,
the first work element in the SHARP Management, is one of a Project Manager’s highest
priorities after receiving notice to proceed. A clear and concise PSP/DOSP helps ensure effective
implementation of the overall safety program.
Each project PSP/DOSP must be tailored to the risks of the job. Some of our projects that
involve a variety of complex hazards require a substantial PSP/DOSP containing comprehensive
guidance. On less complex projects, the
PSP/DOSP may be a simple, brief document
that covers the basic elements of SHARP Whether complex or simple, a
Management. In all cases, the PSP/DOSP must PSP/DOSP must be implemented
immediately on every project.
have sufficient detail to ensure the safe
management and performance of all project
work.
1.5 RISK MANAGEMENT

The proactive risk management process is a simple approach to managing safety. The process
includes the four steps shown in Exhibit 1-1.
Exhibit 1-1 – Proactive Risk Management Process

Introduction
Parsons emphasizes a proactive risk management process because it is the best approach
available to prevent injuries to our employees and subcontractors. However, the risk
management approach is not limited to actions to avoid injuries. If accidents do occur, the risk
management process minimizes negative consequences. Work-related injuries typically result in
pain and suffering to employees, losses in productivity, and financial losses to Parsons.
Parsons projects must implement control measures to minimize negative consequences in the
aftermath of an incident. The post-incident risk management controls implemented by Parsons
include:
♦ On site first aid stations
♦ Panels of physicians to coordinate care for injured workers
♦ Post-injury management
♦ Post-accident substance abuse testing
♦ Incident review meetings to establish cause and improve procedures
♦ Return-to-work programs
♦ Claim reviews with Parsons’ insurance broker and carrier
1.6 HOW WILL WE MEASURE OUR PROGRESS?

Parsons uses performance metrics as part of its ongoing effort to improve all aspects of safety
management. To reinforce their importance, these performance metrics can be included in
employee performance evaluations and incentive programs. Project Managers should also
establish metrics appropriate to the work and publish measurement results to inform project staff.
Traditional lagging measures reflect actual results by measuring the number and severity of
incidents. These metrics are essential to actually determine the effectiveness of safety efforts.
Equally important is the measurement of key leading indicators, which are the proactive steps to
preventing injuries at Parsons’ offices and worksites.
The following metrics are frequently used to measure safety performance at the project, sector,
division, GBU, or corporate level.
Category Metrics
Accident Rates Recordable Incident Frequency Rate (RIFR)
Days Away from Work Incident Frequency Rate (DAWR)
Severity Rate (number of days away from work)
Accident Costs Total incurred workers compensation costs
Loss ratios (W/C losses/premium)
Near Misses Number of near misses reported and investigated
Training START training participation
Zero Incident Techniques training participation
Parsons University monthly/quarterly participation
Project-specific training participation
Inspections Number and results (scored) of management inspections
Audit results
Meetings Participation in daily huddles or weekly toolbox meetings

Introduction
1.7 PARSONS WORKPLACE HEALTH AND SAFETY POLICY

Exhibit 1-2 shows Parsons Workplace Health and Safety Policy. It also appears on the Corporate
Policy Web page as Policy #67 at
https://pweb.parsons.com/Policy/Search_for_a_Policy/_policies_search.htm?field=mnu0

Introduction
Exhibit 1-2 – Parsons Workplace Health and Safety Policy

Introduction
Exhibit 1-2 – Parsons Workplace Health and Safety Policy (Contd)

Introduction

BUSINESS DEVELOPMENT PHASE

2. BUSINESS DEVELOPMENT
Aligning with clients, subcontractors, teaming, and joint venture partners who share Parsons’
commitment to a strong safety culture is important to our success and reputation.
Parsons’ commitment to a safe work approach begins with the business development process.
This process may start more than a year before the release of a request for proposal from
prospective clients. The momentum gained at this stage drives the startup process and shapes
overall project execution.
A well-developed safety strategy during business development helps to effectively communicate
Parsons’ safety culture to our clients and provides a solid starting point for implementing
projects safely.
Developing teaming relationships includes considering the compatibility of Parsons’ safety

culture with that of proposed partners. This consideration should remain an important factor
through teaming and joint venture decisions and in preparing subcontract agreements. GBU
safety personnel participate in Gold Team reviews to ensure that safety is adequately addressed
in business development plans as well as to independently determine whether potential project
activities present unusual safety risks.

Project/Proposal Manager Ensures that safety personnel participate in the proposal development process.
Project Safety Manager Participates in team or group implementation efforts, ensuring that all safety
requirements are understood and accounted for.
Project Controls Manager Supports project controls requirements.
Project Human Resources Manager Supports human resources requirements.
Resident Engineer/Supervisor Participates in business development efforts.
GBU President Reinforces the message of the CEO/President in ensuring that all projects comply with
SHARP Management.
GBU Business Development Manager Maintains the long-term vision for a safely executed project; focuses on incorporating
safety planning into the capture plan. Identifies suitable teaming partners.
Division Manager Reinforces the importance of safety planning at all project stages.
Sector Manager Reviews business development work documents for consistency and adequacy of
safety considerations.

Business Development

GBU Risk Manager Assists business development/proposal team to ensure risk analysis and mitigation
techniques are incorporated into business development work documents.
GBU Safety Manager Establishes safety requirements for each project.
CEO/President Acts as the sponsor, reinforcing the need to comply with all SHARP Management
principles and requirements.
Corporate Safety Reinforces the need to comply with all known requirements for each project.
2.2 BASICS
Question Answer
What does safety have to do with Clients want their projects completed safely; some clients have established safety
winning work? qualifications standards.
Should safety be part of a Gold Team Yes. At this stage enough should be known about the job to identify major hazards
review? associated with the work. If teaming partners are envisioned, their safety record
should be reviewed for its ability to support Parsons efforts to win and safely execute
the work.
How is safety considered when Teaming with a company that has a poor safety record can prevent a team from
selecting a teaming partner? winning a project regardless of other factors, including price. The safety record of
teaming partners must be assessed by Capture Managers while formulating teaming
relationships.
When is the budget for the project All project budgets, including the safety budget, are developed in the proposal (if a
safety program developed? cost volume is required); budgets should be accounted for before booking GPS from a
sale.
Who establishes the budget for a The GBU Safety Manager provides content for the proposal cost volume. Ultimately,
project safety program? the Sector Manager or Division Manager establish all budgets.
What proposals require involvement All proposals that include Parsons responsibility for program or construction
of the GBU Safety Manager? management or substantial fieldwork require review and input from the GBU Safety
Manager or a designee.
What does senior management want Senior management wants to know that safety management is an integral part of
to know about our safety program project planning and that adequate budget is included in the cost proposal to
prior to submitting a proposal? implement safety requirements.
What type of safety issues prompt the Projects with extraordinary risks require an EPR, especially those with a significant
need for an EPR? chance of loss of life if adequate control measures are not implemented. Usually,
EPRs based on safety hazards are limited to a review of risks and mitigation plans.
2.3 GOLD TEAM REVIEWS

The Gold Team review should address how a project fits into Parsons’ risk portfolio. If a project
has risks beyond those typically managed by our existing portfolio of projects, mitigation
planning for the unique risks is a must. The corporate workers compensation analyst determines
whether extraordinary workers compensation issues are associated with locations where work
will be performed. The Gold Team addresses the issue of direct hire versus subcontracted
performance of construction tasks for unique safety implications. If construction is contracted
through a teaming arrangement, the safety culture and record of proposed teaming partners
should be evaluated.

2.4 TEAMING, JVS, AND SUBCONTRACT AGREEMENTS

Selection of teaming partners (joint ventures, subcontractors, and similar arrangements) is
critical to formulating a winning strategy and has a strong impact on safety during project
execution. The capture manager should examine all potential partners’ safety records during
business development to ensure they do not detract from the team’s ability to win and safely
execute a project. Safety roles and expectations, consistent with each team member’s scope of
work, should be clearly identified in teaming agreements.
On projects that involve teaming partners performing construction activities, Contract
Administrators provide the contractual language that ensures a teaming agreement protects
Parsons from liability associated with our partners’ operations.
Business Development Managers develop a teaming safety scorecard to evaluate potential
partners’ safety culture and performance. Exhibit 2-1 shows the subcontractor qualification form,
which can be used as a source of questions for the teaming safety scorecard. However, the
scorecard should be tailored to fit the scope of work and associated hazards.
Exhibit 2-1 – Sample Subcontractor Qualification Scorecard
Parsons
Subcontractor Qualification Scorecard
HEALTH and SAFETY

Please answer the following questions.
1. ___ Yes ___ No Do you have a written safety program? If yes, provide a copy of the table of contents and a
copy of your firm’s policy statement.
2. ___ Yes ___ No Do your safety procedures comply with government agency requirements? If yes, provide
name of agency/agencies.
3. ___ Yes ___ No Do you require and use site-specific safety plans?
4. ___ Yes ___ No Does your worker’s compensation carrier provide site audits on a regular basis?
5. ___ Yes ___ No Does your company have a written drug/substance abuse policy?
6. ___ Yes ___ No Do you have an orientation program for new hires?
7. ___ Yes ___ No If you have an orientation program for new hires, does it include subcontractors?
8. ___ Yes ___ No Do you require subcontractors to submit safety plans?
9. ___ Yes ___ No Do you hold site safety meetings for field supervisors?
How often? Weekly ___ Biweekly ___ Monthly ___ Daily
10. ___ Yes ___ No Do you hold craft toolbox safety meetings?
11. ___ Yes ___ No Have you been inspected by OSHA and/or received any OSHA citations in the last (3) years?
If yes, provide an attachment describing the outcome of the inspection along with copies of
citations received. Provide a description of the actions taken to abate the citations as an
attachment to this application. Respond to any open citations shown on the OSHA website
(www.osha.gov).

Exhibit 2-1 – Sample Subcontractor Qualification Scorecard (Contd)
12. Identify below by name, phone number, and title the person in your firm directly responsible for the firm’s Safety
Program management and attach a copy of his or her resume to this application.
13. How do you conduct project safety inspections, and how often are they performed?
14. Describe your firm’s program to motivate, encourage, and monitor safe work performance.
OSHA INFORMATION:
*Please use your OSHA 200 Log and/or 300 Log to fill in the Total employee hours worked in the last 3 years (do not
number of injuries and illnesses for the last 3 years include any non-work time, even though paid)
Year Hours (B)
Year 1 2 3 1 ______
2 ______
3 ______
Number of lost/restricted workday Recordable Injury Frequency Rate
cases (Totals OSHA 200 Log, columns Multiply total for each year (A) x 200,000 and divide by
2 and 9; Totals OSHA 300 Log, total employee hours for that year (B)
columns K and L).
A x 200,000
Number of recordable cases without + B
restricted activity or lost workdays Year Rate
(Totals OSHA 200 Log, columns 6 and 1 ______
13; Totals OSHA 300 Log, column I and 2 ______
J). 3 ______
Number of fatalities + Experience Modification Rate (EMR)
(Totals OSHA 200 Log, columns 1 and
Policy Year EMR
8; Totals OSHA 300 Log column G).
1 ______
Total OSHA Log (A) 2 ______
3 ______
Are the following accident records and accident summaries kept? How often are they recorded?
No Yes Monthly Annually
Accidents totaled for the entire company ______ _______ _______ _______
Accidents totaled by project ______ _______ _______ _______
The Applicant shall maintain records of such evaluations and make them available for review and approval of Parsons
representatives at all reasonable times should Applicant be awarded a contract based on this application.
By submitting this application, the Applicant agrees to use the above criteria and this form when selecting lower tier
subcontractors.

2.5 COST VOLUME PREPARATION

The cost estimate includes labor and ODCs for safety staff, safety audits/reviews, personal
protective equipment, incentives, training, and oversight of subcontractor safety. When
subcontractors provide bids as part of Parsons’ proposal, they must be based on Parsons’ safety
specifications. The Contracts Department ensures that the contractual language about
subcontractor safety is appropriate for each project.
2.6 EPR AND RISK ANALYSIS

Certain high-risk projects require a GBU or corporate-level Executive Proposal Review (EPR),
which includes a section on risks. If an EPR is not required, the Contract Administrator leads the
development of a risk analysis for the contract as part of the contract approval process. In either
case, if the contract includes construction or other safety risks, the GBU Safety Manager
provides a safety risk memo as part of the business development process.
2.6.1 EPR PREPARATION

Safety must be an integral part of the EPR. The project execution section of the EPR should have
a separate subheading identifying the safety program. This section identifies key hazards,
discusses safety staffing, and provides an overview of training and personal protective equipment
requirements. The EPR schedule identifies high-risk tasks.
The risk analysis section of the EPR includes a memo from the GBU Safety Manager that
identifies all key hazards in the work and outlines recommended controls. The memo should
specify the level of safety staffing and training and identify requirements for competent persons.
At least one detailed risk sheet for worker safety should appear in this section of the EPR.
Additional health and safety sheets may be appropriate based on identified hazards.
2.6.2 RISK ANALYSIS

The Contract Administrator prepares a risk analysis for all contracts, and the Division Manager
reviews and approves all risk analyses before final proposal preparation. If the scope of work
includes construction or other hazardous tasks, the Contract Administrator includes a safety risk
analysis memo from the GBU Safety Manager.

STARTUP PHASE
The three work elements of the startup phase are shown below. The two checklists below with
startup activities highlighted in red are referenced here and repeated in later the implementation
phases of the manual.
V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\SEC3.DOC 9/17/2004

3. INITIAL HAZARDS ANALYSIS AND PLANNING

Following the notice to proceed and
coincidental with PSP development, a project
team must identify the high-risk activities on a The project schedule should
project. Once these risks are known, the team include high-risk activities and
can identify and develop any additional associated risk mitigation efforts.
policies, procedures, or special training required
to support the safe conduct of project activities.

Project Manager Ensures that a formal hazards analysis is based on final contractual documents and is
performed shortly after award. Typically leads the review.
Project Safety Manager Establishes internal processes and documentation to show compliance with contractual
requirements.
Project Human Resources Manager Works with the Safety Manager and Project Manager to develop list of Zero Tolerance
activities and to formulate disciplinary policies and procedures.
Project Controls Manager Ensures that high-risk activities and associated pre-activity risk reviews appear in the
project schedule.
Project Contracts Manager Reviews contractual documents and identifies all health and safety requirements.
Resident Engineer/ Develops implementation plans to meet contractual requirements and safely perform all
Construction Manager high-risk tasks.
GBU President Acts as corporate sponsor to ensure that SHARP Management principles and
requirements are identified and followed.
GBU Risk Manager Participates in team or group implementation efforts to identify all possible project risks.
GBU Quality Manager Helps reinforce the need to comply with established requirements.
GBU Safety Manager Reviews and comments on tools, plans, etc. established by the project.
Division Manager Helps reinforce the SHARP Management message.
Sector Manager Reviews and comments on project plans, tools, etc., to reinforce the SHARP
Management message.
Corporate Workers Compensation Identifies workers compensation requirements and assists in post-incident
Analyst requirements.
3.2 BASICS
Question Answer
When is the hazards analysis The process can begin immediately upon receipt of contract documents.
performed?
Who has the lead role in the effort? The Project Manager leads, but the analysis is a joint effort by several groups.
Contracts identifies all contractual requirements. The construction or appropriate
technical department identifies the hazards of the work. The Safety Manager identifies
regulatory requirements.

Initial Hazards Analysis and Planning
Question Answer
What happens with the results of the The hazards analysis produces a list of project activities to ensure contract compliance
assessment? and to mitigate the hazards of high-risk tasks. These mitigation activities are included in
the project schedule and become internal project deliverables or milestones.
Why is the hazards analysis required Changes to scope or conditions may be introduced during negotiations; thus, final
after award, if one was performed contract documents do not always match the RFP. Therefore, a thorough hazards
during business development? analysis includes a review of the submitted proposal and the final contract documents.
Why are high-risk activities shown on Placing high-risk activities on the project schedule ensures their visibility to key project
the schedule? personnel. Placing the associated safety reviews on the schedule has proved to
dramatically increase compliance with the requirement to hold the reviews.
Can ineffective contractual Every project must meet all contractual requirements for safety, regardless of their
requirements be ignored in favor of effectiveness. Ineffective contractual requirements should be eliminated. Otherwise,
more effective procedures developed they should be supplemented with internal requirements to effectively address a
by the project? situation.
3.3 REGULATORY REQUIREMENTS

The checklist of work activities in Exhibit 3-1 is a useful tool for developing written programs,
training, and activity hazards analyses before commencing work. Including these regulation-
driven activities on the project schedule helps ensure timely completion.
3.4 DISCIPLINARY PROCEDURES

Project Managers establish and apply a fair and consistent project policy for the disciplinary
process related to health and safety violations. Parsons Corporate policies include a progressive
discipline system for corrective action of performance or behavior that does not meet
expectations. The corrective action used, the sequence, and the duration may vary depending on
the issue and related circumstances. Progressive steps typically include counseling, written
warning, unpaid suspension, and termination. In general, employees or subcontractors that create
or contribute to situations that are immediately dangerous to life and health may be subject to
immediate termination. However, the Project Manager must ensure that the handling of
discipline matters is consistent with applicable contracts or local and national collective
bargaining agreements.

Exhibit 3-1 – Competent Person and Activity Hazards Analysis Requirements

Competent/ Written Plan
OSHA EM 385-1-1 Qualified Training and AHA
Safety and Health Requirement Regulation Regulation Person Required Required
1. General Safety & Health 1926.20 01.A Yes Yes Yes
2. Safety Training 1926.21 01.B.01 Yes Yes Yes
3. Confined Spaces 1926.21, 1910.147 06.01 Yes Yes Yes
4. Confined Space Permit System See above 06.01 Yes Yes Yes
5. First Aid and Medical 1926.23, 50 03.A Yes Yes Yes
6. Fire Protection and prevention 1926.24, 150-155, 352 09.A Yes Yes Yes
7. Housekeeping 1926.25 14.C N/A N/A N/A
8. Illumination 1926.26, 56 07.A Recommended N/A N/A
9. Sanitation 1926.27, 51 02.A N/A N/A N/A
10. Personal Protective Equipment 1926.28, 95-98, 100-107 05.A Yes Yes Yes
11. Acceptable Certifications 1926.29 Yes Yes Yes
12. Incorporation by Reference 1926.31 Preamble N/A N/A N/A
13. Emergency Employee Action Plans 1926.35 01.E Recommended Yes Yes
14. Noise Exposure 1926.52 05.C Yes Yes Yes
15. Radiation Protection 1926.53, 54 Yes Yes Yes
16. Gases, Vapors, Dusts and Mists 1926.1926.55 Yes Yes Yes
17. Ventilation 1926.57, 353 Recommended Yes Yes
18. Hazard Communication 1926.59 1.B.06 Yes Yes Yes
19. Process Safety Management 1926.64 Yes Yes Yes
1910.119
20. Hazardous Waste Operations and 1926.65 28.A Yes Yes Yes
Emergency Response 1910.120
21. Accident prevention signs and tags 1926.200 08.A N/A N/A N/A
22. Signaling 1926.201 08.B Recommended N/A Yes
23. Barricades 1926.202 N/A N/A N/A
24. Material Storage 1926.250 14.B N/A Yes Yes
25. Rigging 1926.251 15.A Yes Yes Yes
26. Waste Disposal 1926.252 14.D Yes Yes Yes
27. Tools 1926.300-307 13.A N/A N/A Yes
28. Gas Welding and Cutting 1926.350 10.A Recommended Yes Yes
29. Arc Welding 1926.351 10.E Recommended Yes Yes
30. Electrical 1926.400-415 11.E Yes Yes Yes
31. General Electrical 1926.416 11.A Yes Yes Yes
32. Lockout Tagout 1926.417, 1910.147 12.A Yes Yes Yes
33. Lockout Tagout Permit System See above 12.A Yes Yes Yes
34. Maintenance of Electrical Equipment 1926.431 11A Yes Yes Yes

Exhibit 3-1 – Competent Person and Activity Hazards Analysis Requirements (Contd)
35. Environmental Deterioration of 1926.432 Yes Yes Yes
Electrical Equipment
36. Batteries/Battery Charging Equipment 1926.441 11.E N/A Yes Yes
37. Scaffolding 1926.450-454 22.A Yes Yes Yes
38. Aerial Lifts 1926.453 22.J and K Yes Yes Yes
39. Fall Protection 1926.500-503 21.A Yes Yes Yes
40. Cranes, Derricks, Hoists, Elevators and 1926.550 16.A Yes Yes Yes
Conveyors
41. Motor Vehicles, Mechanized Equipment 1926.600-603 18.A Yes Yes Yes
42. Powered Industrial Trucks (forklifts) 1910.178 Yes Yes Yes
43. Site Clearing 1926.604 31.A N/A Yes Yes
44. Marine Operations and Equipment 1926.606 16.F Yes Yes Yes
45. Excavations 1926.650-652 25.A Yes Yes Yes
46. Excavation Permit N/A N/A Yes Yes Yes
47. Concrete and Masonry Construction 1926.700-706 27.A Yes Yes Yes
48. Steel Erection 1926.750-761 and Yes Yes Yes
SENRAC
49. Underground Construction 1926.800 26.A Yes Yes Yes
50. Caissons 1926.801 26.H Yes Yes Yes
51. Cofferdams 1926.802 Yes Yes Yes
52. Compressed Air 1926.803 26.I Yes Yes Yes
53. Demolition 1926.850-860 inclusive 23.A Yes Yes Yes
54. Power Transmission and Distribution 1926.950-960 inclusive 11.H Yes Yes Yes
55. Rollover Protective Structures; 1926.1000-1003 inclusive N/A N/A Yes
Overhead Protection
56. Stairways and Ladders Scope 1926.1050 21.A N/A Yes Yes
57. S/L General Requirements 1926.1051 Yes Yes Yes
58. Stairways 1926.1052 21.E Recommended Yes N/A
59. Ladders 1926.1053 21.D Yes Yes Yes
60. Ladder/Stair Training 1926.1060 Yes Yes Yes
61. Diving Scope 1926.1071-1072 30.A Yes Yes Yes
62. Dive Team Quals 1926.1076 30.A.08 Yes Yes Yes
63. Dive Safe Practices Manual 1926.1080 30.A.16 Yes Yes Yes
64. Predive Procedures 1926.1081 Yes Yes Yes
65. Procedures During Dive 1926.1082 30.A.15 Yes Yes Yes
66. Post Dive Procedures 1926.1083 30.A.22 Yes Yes Yes
67. SCUBA Diving 1926.1084 30.B Yes Yes Yes

68. Surface-Supplied Air Diving 1926.1085 30.A.04 Yes Yes Yes
69. Mixed-gas Diving 1926.1086 30.D Yes Yes Yes
70. Liveboating 1926.1087 30.A.05 Yes Yes Yes
71. Diving Equipment 1926.1090 30.E Yes Yes Yes
72. Diving Recordkeeping Requirements 1926.1092 30.A.06 Yes Yes Yes
73. Internal Traffic Control N/A 8.D N/A Yes Yes
74. Traffic Movement Restriction Times N/A 8.C N/A Yes Yes
75. Line Breaking 1910.119 and 1926.54 Yes Yes Yes
76. Major Material Movements N/A N/A N/A Yes Yes
77. Right-of-way Restrictions N/A N/A N/A Yes Yes
78. Bicycles/Golf Carts N/A 18.D N/A Yes N/A
79. IIPP/SSPP Cal 3203 Cal 3203 Yes Yes Yes

4. PROJECT SAFETY PLAN (PSP)

The Project Management Plan (PMP) sets the goals, objectives, organizational structure, roles,
responsibilities, and accountabilities for a project. The Project Manager develops the PMP within
two weeks after receiving the notice to proceed. An important part of the PMP is the Project
Safety Plan (PSP). Early development and implementation of the PSP is critical to the overall
safety performance of a project and is an essential element in meeting GBU safety incentive
goals.
The PSP identifies risks and exposures and integrates appropriate control and feedback systems
into daily project activities. The PSP also documents Parsons due diligence in health and safety
matters through the project life cycle. Most important, the PSP provides clear and consistent
information to the project team about the hazards of the work and the procedures to be followed
to mitigate them.
Part of the initial effort includes appointing a
Project Safety Manager. The GBU Safety
Manager either makes this assignment or Parsons’ model safety plans are
approves a full-time project member identified tailored to reflect the project scope
and details before being issued by
by the Project Manager. The Project Safety
the Project Manager.
Manager reviews the PSP with the Project
Manager before it is issued to the Sector
Manager and the GBU Safety Manager.

Project Manager Fully accountable and responsible for ensuring the PSP is in place and functioning
from the beginning of the project; participates in PSP development.
Project Safety Manager Provides health and safety expertise; may lead development of the PSP.
Project Human Resources Manager Participates as directed by the Project Manager.
GBU President Acts as a sponsor to reinforce the SHARP Management message.
GBU Risk Manager Reviews and comments on tools, plans, etc. developed to support the project.
GBU Safety Manager Has oversight responsibility for GBU safety policy; receives and approves PSP; audits
the PSP.
Sector Manager Ensures the Project Manager develops and issues the PSP in a timely manner.
Division Manager Ensures that all division projects are in compliance with the PMP, GBU, and Corporate
health and safety requirements.
CEO/President Reinforces the importance of SHARP Management philosophy and requirements. .
Corporate Safety Acts as a consultant, providing expert advice as needed.

Project Safety Plan (PSP)
4.2 BASICS
Question Answer
Who is responsible for the PSP? The Project Manager is responsible and accountable for the development of the PSP
and leads implementation of the PSP.
When is the PSP developed? Usually in the first two weeks in conjunction with the Project Management Plan. The
PSP is updated throughout the project.
What is the role of the Project Safety The Project Safety Manager provides the project with health and safety expertise; may
Manager? lead development of the PSP at the request of the Project Manager.
What if the Project Safety Manager is The Project Manager coordinates with the GBU Safety Manager to review and
not assigned when the PSP is complete the PSP.
developed?
What does the Project Manager do if In conjunction with the GBU Safety Manager, the Project Manager either assigns a full
a project is not large enough to time project staff member the additional responsibility of functioning as a trained and
support a full time health and Safety competent project safety representative, requests part-time assistance of the GBU
Manager? Safety Manager, or directly serves in this role.
4.3 SELECTING A SAFETY PLAN TEMPLATE FROM APPENDIX A

Appendix A provides three model safety plan templates. Appendix A1, Model Project Safety
Plan (PSP), is a typical format for a safety plan when a project includes construction or field
work. Appendix A2, Model Subcontractor Safety Plan (SSP), is provided as an aid for
subcontractors performing field work and is discussed later in this manual. If Parsons is
performing direct-hire work, portions of A2 may supplement Appendix A1.
If the project is a design or office-only project, the PSP requirement may be addressed by
existing office safety plans. If such plans do not exist or are not adequate, Appendix A3, the
Model Design/Office Safety Plan (DOSP), can be used to develop a project-specific office safety
plan.
4.4 PERTINENT INFORMATION REQUIRED

Exhibit 4-1 identifies key documents or categories of information required to complete the PSP.
Exhibit 4-1 – PSP Information Required
1. Project owner and project name 8. Subcontractor safety plan submittals
2. Name of Project Safety Manager 9. Project schedule
3. Scope of contract 10. Initial Activity Hazards Analysis
4. Scope of work 11. Other risks (identified and documented)
5. Risk analysis 12. PSP management structure
6. Project safety budget 13. Safety incentive program
7. List of key project stakeholders 14. Workers compensation program

Project Safety Plan (PSP)
4.4.1 INCENTIVE PROGRAMS

If the proposal did not plan or budget for a safety incentive program, the Project Manager should
consider implementing such a program during development of the PSP. The Project Manager
should consult with the Sector or Division Manager and the GBU Safety Manager on how to
structure a project-specific incentive program. Incentive programs can be a simple and
inexpensive method to increase safety awareness and employee involvement.
4.4.2 WORKERS COMPENSATION

The GBU Safety Manager coordinates with the Corporate Workers Compensation Analyst on
behalf of the project and provides pertinent workers compensation information must be included
in the project’s employee orientation program.
4.5 ESTABLISHING PERTINENT CONTENT

Before a project publishes its PSP, the Project Manager and Project Safety Manager should
review the sections of the model PSP and all associated forms, tables, and checklists for
applicability. Existing materials should be modified and supplemented as necessary. The PSP
template contains instructions and tips in red italic, but should be used as a guideline only and
modified to fit the scope of work and to provide project-specific details.
4.6 REVIEW, ISSUE AND MAINTAIN THE PSP

The Project Manager, Safety Manager, and Construction or Field Manager must review the PSP
before its release. After final internal review, the Project Manager issues the PMP to all project
staff and sends copies to the Sector Manager and the GBU Safety Manager. The Project Manager
maintains the PSP and issues updated sections as significant changes in the project dictate.

5. STAKEHOLDER PSP ALIGNMENT MEETING

Construction projects and other projects involving multiple stakeholders with health and safety
concerns should hold a stakeholder PSP alignment meeting. This meeting allows Parsons to
present the PSP and obtain either comments that improve the PSP or concurrence from all
stakeholders. This is an alignment meeting to review the roles and responsibilities of the various
stakeholders and describe elements of control appropriate to the project risks. The participants in
this meeting are representatives of Parsons,
teaming partners, subcontractors, the client, and
Parsons’ approach to safety and
organized labor (where applicable). On projects our expectations for a safe project
that do not have a high health and safety risk, are presented to key project
this meeting may be incorporated into the participants.
project kickoff meeting.

Project Manager Fully accountable and responsible for scheduling and conducting the stakeholder PSP
meeting prior to commencement of site work.
Project Safety Manager Provides regulatory data, current site conditions, contract specifications, identification
of critical scheduled tasks, and so on, in preparation for the PSP meeting.
Resident Engineer/Supervisor Participates as directed by the Project Manager.
GBU Safety Manager May play an advisory role depending on the project’s risk profile.
Sector Manager Ensures the Project Manager holds the stakeholder PSP meeting in advance of field
work; is a principal at the meeting for all high-risk projects.
Division Manager Ensures that all division projects are in compliance with the PMP, GBU and Corporate
health and safety requirements; is a principal at the meeting for all high risk projects.
Corporate Safety Acts as a consultant, providing expert advice to the project.
5.2 BASICS
Question Answer
Who is responsible for the PSP The Project Manager is responsible and accountable for this meeting, establishes the
alignment meeting? agenda, and determines who attends the meeting.
When is the meeting conducted? Before commencing field work.
Is this meeting held more than once? Sometimes, especially for multiphase projects or if a realignment meeting is needed.
What is the role of the project Safety Provides the project with SHARP Management expertise.
Manager?

ADMINISTRATION/DESIGN PHASE
The administration/design phase applies to all stages of any project type, from studies to direct-
hire field activities. The seven work elements of the administration/design phase are shown
below, followed by a Project Manager checklist for this phase.

6. AWARENESS CAMPAIGN
Communication and awareness are essential to developing a proactive safety culture. While
many sections of this manual involve communication with employees on safety issues, nowhere
is that communication more overt than
in the safety awareness campaign. The
goal of the safety awareness program The Parsons’ safety awareness campaign
is to raise awareness of day-to-day is a high-visibility program that makes our
risks, hazards, and exposures in the corporate focus on safety evident to every
field, office, and even non-work employee, client, contractor, and visitor
environments. Increasing safety who steps onto a Parsons site.
awareness is one of the ways we make
safety personal.

Project Manager Implements the awareness campaign.
Project Safety Manager Acts as developmental leader in preparing campaign.
Project Controls Manager Participates in implementation efforts, as directed by the Project Manager.
Resident Engineer/Supervisor Participates as directed by the Project Manager in implementing the awareness
campaign.
GBU Safety Manager Reviews project awareness campaign effectiveness.
Sector/Division Manager Promotes awareness campaign to Project Managers.
Corporate Safety Manager Develops topics and prepares relevant information for distribution to projects.
6.2 BASICS
Question Answer
Who is responsible? The Project Manager ensures that awareness materials are posted in a highly visible
location or distributed to project employees. In Parsons corporate office locations, the
health and safety representative and facilities representative usually implement facility-
wide awareness programs, which are supplemented as appropriate by individual
projects.
When should the awareness Immediately upon staffing the project.
campaign begin?
What types of materials are used in Each project must have a safety bulletin board or a substantial portion of the main
the awareness campaign? project bulletin board dedicated to safety to display posters and informational materials.
In addition, field operations use banners, signs, and whiteboards as part of the
program.
What about the safety messages in Safety messages from Parsons Weekly Bulletin are an important part of every
the Weekly Bulletin? awareness campaign. Projects should post copies of the Weekly Bulletins on the
bulletin board to ensure that all employees see them.

Awareness Campaign
Question Answer
Can a project develop its own safety The awareness campaign is a corporate initiative and has greater impact if all sites
awareness materials/subjects? present the same messages consistently. Therefore, all projects must post the
corporate material. Projects can supplement this with their own messages, if desired.
The GBU Safety Manager must approve exceptions to using corporate material
What information goes on the safety Safety bulletin boards can be customized but must include the Parsons logo, the Safety
bulletin board? – Make it Personal slogan, monthly awareness materials, required OSHA postings, and
procedures to report incidents and unsafe conditions. The bulletin boards can also
contain industry safety news, safety committee minutes, training announcements, and
performance measures.
How are awareness topics selected? The corporate Safety Manager selects topics relevant to Parsons projects or employees
with input from GBU Safety Managers; suggestions or requests can be submitted to the
GBU or Corporate Safety Manager.
What else can projects do to increase Subsection 6.4.1 lists typical project initiatives to increase awareness and decrease
safety awareness? accidents.
6.3 TYPICAL SAFETY BILLBOARD EXAMPLE
6.4 LINK TO ARCHIVED AWARENESS CAMPAIGN MATERIALS

https://livelink.parsons.com/livelink/livelink.exe?func=ll&objId=7530025&objAction=browse&
sort=name

Awareness Campaign
6.4.1 OTHER CAMPAIGN SUGGESTIONS

Suggestions for safety campaign initiatives include:
♦ Project logo shirts or caps
♦ Safety stickers, buttons, key chains (can be purchased through Pweb)
♦ Volunteer Safety Stewards
♦ Posters created by employees
♦ Days at Zero signs at entrances, lunchrooms, etc.
♦ Programs to recognize national safety, health, and fire protection events
♦ Guest speakers for employee meetings
♦ Banners addressing specific hazards on projects
♦ Banners promoting employee safety awareness (Make it Personal)
♦ Whiteboards for workers to identify Today’s Biggest Risks in This Area

7. EMPLOYEE ORIENTATION
When either newly hired or transferred employees
begin a work assignment at a new location, they must
receive a local safety program orientation (refer to Employees new to a work
location must be given a local
Exhibit 7-1). The orientation outlines the safety safety orientation.
program and must address the following topics:
♦ Review of the PSP or DOSP
♦ Employer and employee safety rights and responsibilities
♦ Good housekeeping practices
♦ Reporting procedures for unsafe acts or conditions, near-misses, and accidents
♦ Emergency phone numbers
♦ Alarm systems and evacuation plans
♦ Bloodborne pathogens and other biological hazards
♦ Workers compensation requirements and return-to-work program
♦ Drug free workplace and substance abuse testing
♦ Panel of physicians

Project Manager Works with project human resources and safety representatives to ensure that new
and transferred employees promptly receive safety orientation.
Project Safety Manager Reviews local safety plan and orientation materials and conducts the safety orientation
for employee transfers to the project.
Project Controls Manager Participates as directed by the Project Manager.
Project Human Resources Manager Conducts on-boarding for new hires and documents training and completion of
substance abuse testing.
Resident Engineer/Supervisor Walks new employees around the work site, pointing out evacuation routes, meeting
locations, and other pertinent information. Confirms that new arrivals receive
orientation.
GBU Safety Manager Acts as the sponsor to reinforce the SHARP Management message throughout the
employee orientation process.
Sector Manager Reviews and comments on the employee orientation program.
Division Manager Approves the employee orientation program.
Corporate Safety Acts as a consultant, providing expert advice to project leaders.
7.2 BASICS
Question Answer
Who is responsible? The Project Manager must ensure that all project staff receive the safety orientation.
Human Resources typically conducts new hire orientation while the Project Safety
Manager conducts the safety orientation for transferred employees.
When should the safety orientation be At the beginning of the employee’s first day at a new location.
given?

Employee Orientation
Question Answer
What types of materials are used for Orientation can be in a classroom setting, by slideshow, or in a written guide. No matter
safety orientation? the form, the orientation must be documented with a description of the information
presented and a signed acknowledgment sheet from the employee.
How long is a typical safety A typical office safety orientation is brief, lasting a few minutes (or 3-4 pages long, plus
orientation? an acknowledgment form). Construction site safety orientations may be substantially
longer.
7.3 FORMS
Exhibit 7-1 – Sample Safety Orientation Document
Parsons
Safety Orientation
Introduction
Welcome to Parsons. By now you are aware that safety is a core value. As a new employee at our [facility/project], the following
information will help ensure a safe work environment.
Project/Office Safety Plan

You will receive your own copy of the project/office safety plan. You are responsible for periodically reviewing this plan and
staying familiar with all project and office safety procedures.
Phone Numbers
Emergency/Security _____________
Facility Safety Rep ______________
Facilities _______________
Nurse _______________
Note (if application): Do not call 9-1-1 directly. Call these project professionals first.
Rights and Responsibilities

You have the right to a safe and healthful workplace and to voice your concerns about safety issues at work. Detailed worker
safety rights are posted on the safety bulletin board and are available from the Occupational Safety and Health Administration
(OSHA). Your responsibility is to work safely and to report unsafe acts and conditions. If you see an imminent threat to life, you
must take any measures necessary to keep yourself and others out of harm’s way until help arrives or the hazard can be
controlled.
Emergency Response Team and Plan

To handle emergencies such as: earthquakes, fires, explosions, and the like during normal working hours, Parsons has
established the Parsons Emergency Response Team (PERT) for each occupied floor of the building. Your supervisor will provide
you with the name of the Area Incident Commander (AIC) for your work area.
Good Housekeeping
Good housekeeping prevents accidents. A clean, orderly workplace helps create a safer and more productive environment. Here
are a few basics of good housekeeping:
• Always replace office supplies and equipment after you use them
• Stack materials neatly
• Wipe up any spills immediately. Call facilities for assistance if necessary.
• Keep cabinet doors and drawers closed.
• Turn off all electrical equipment in your area when you leave for the day.

Exhibit 7-1 – Sample Safety Orientation Document (Contd)

Work Area Evaluations for Hazards
Your work area should be free of hazards. You are the first and best line of defense against most common hazards. Here are a
few hazards to watch for:
• Overloaded electrical outlets

• Unsteady cabinets or shelves
• Slippery surfaces or trip hazards such as torn carpet or ragged linoleum.
• Improper workstation ergonomics like improper seating, lighting, and video display terminal positioning that can cause
neck, shoulder, back, wrist, and eye discomfort.
• Keep tops of office furniture clear, drawers closed, and secure heavy furniture and equipment in earthquake prone
areas.
Reporting Unsafe Work Conditions

When hazards are identified, unsafe work conditions can be quickly mitigated. Report safety concerns to your supervisor, safety
personnel, or other appropriate manner so corrective action can be taken.
Employees are encouraged to report unsafe or unhealthful situations by phone or email to the safety representative, or directly
and confidentially (if requested) to the Corporate Safety Manager at safety.parsons@parsons.com.
Bloodborne Pathogens
Only employees trained to the bloodborne pathogen rules and equipped with proper protective equipment should provide first aid
when blood or bodily fluids are involved. Contact your AIC or the nurse if such conditions exist.
Office Emergencies
• Alarm looks like: [Flashing lights or] _____________
• Alarm sounds like: [Whoop, whoop, whoop or] _________________
In the event of an emergency evacuation, safe refuge locations outside the building are as follows:
Office Location/Floors Safe Refuge Location


Every employee must know what to do and how to obtain assistance during an emergency. In the in the event of an earthquake,
fire, bomb threat, medical incident, hazardous materials spill, elevator malfunction, security incident, power failure, or evacuation,
contact your AIC, Parsons security at ______, and if necessary, the nurse at ________.
In an earthquake [include natural disasters common to the locale], means of taking shelter may include:
1. In the office
a) Take cover under a desk or table and hang on. Protect your head, neck and eyes.
b) In a hallway, drop to the ground with your back against the wall
c) Avoid glass partitions, windows, and any unsecured office equipment.
2. In an elevator
a) Drop to the floor and grab the guardrail.
b) When possible, exit the elevator and join other floor occupants.
3. Outside
a) Move away from buildings to avoid falling debris and electrical wires.
4. In a parking structure
a) If outside, stay away from parked cars.
b) If inside a car, remain there until it is safe to exit, then proceed to assigned evacuation area.
Substance Abuse Testing

All Parsons employees are subject to substance abuse testing to help ensure a safe workplace. Employees not familiar with the
testing program in place at their work location should contact Human Resources for additional information.
Supervisor Responsibilities
Supervisors must inform employees of the following information during the orientation:
• Location of primary and secondary emergency exits

• Route from the office to the nearest emergency exit
• Location and operation of nearby fire alarms
• Location of emergency supplies and fire extinguishers
A safe and healthful workplace is one of Parsons’ highest priorities. We are committed to being safety conscious. Thanks for
taking the time to look over these procedures.

Parsons
Safety Orientation Acknowledgment Form
_________________________________ acknowledges receipt, review, and understanding of the safety orientation information
for Parsons employees.
Topics covered in the orientation included:
• Office/Project Safety Plan

• Emergency Phone Numbers
• Rights and Responsibilities
• Emergency Response Team and Plans
• Good Housekeeping Rules
• Work Area Evaluations for Hazards
• Reporting Unsafe Working Conditions
• Bloodborne Pathogens
• Office Emergencies
• Supervisor Orientation
• Hazardous Material and Material Safety Data Sheets (MSDS), as needed.
• Substance Abuse Testing
• Panel of physicians (separate signed form is required)
__________________________________________
Signature
__________________________________________
Date
Note: Signed forms must be maintained in the employee’s personnel file.

8. TRAINING
All workers, including managers and supervisors, must
be trained by qualified personnel on general and job-
specific safety and health practices identified in the General and hazard-specific
project training plan. Specific instruction in hazards health and safety training are
unique to a job assignment or location must supplement requirements mandated by
OSHA and corporate policy.
this training, as necessary. Additional field or
construction training requirements are discussed in
Section 20 of this manual.

Project Manager Ensures project employees receive safety training.
Project Safety Manager Identifies needs and arranges for project-specific safety training.
Project Controls Manager Participates as requested by the Project Manager.
Project Human Resources Manager Documents training; may serve as a trainer.
GBU Safety Manager Establishes training needs and identifies qualified trainers; may also be a trainer.
Sector Manager Reviews training materials established by the project.
Division Manager Approves training materials established by the project.
CEO/President Acts as an overall sponsor to reinforce the goals of SHARP Management
Corporate Safety Manager Develops and disseminates training enhancements as a consultant to the project.
8.2 BASICS
Question Answer
Who is responsible for making sure The Project Manager ensures that project employees receive appropriate general and
employees are trained? project-specific safety training.
Who implements the training plan? The Project Safety Manager implements the training. For small projects without a
dedicated safety manager, the facility safety or local human resources representative
can implement appropriate training.
When should training be scheduled Intensive training is needed during startup and if significant new hazards arise. Training
and commence? should continue throughout the project.
Who funds training? Training for a single project is usually budgeted by the project. Training requirements
must be identified while developing project estimates based on safety and health
exposures on the project. Certain training costs may be budgeted by each employee’s
department or division overhead in accordance with corporate accounting policy.
What safety training is needed for Employees should be trained on typical office safety topics such as ergonomics, proper
office work? lifting, emergency procedures, and housekeeping. Employees may also require field
training for upcoming fieldwork or visits.
Does the company have experts in Yes. Parsons has qualified trainers across all GBUs for all aspects of office safety
safety training? training and most types of field training.

Training
8.3 WHEN IS TRAINING REQUIRED?

♦ When the safety program is established
♦ When new workers arrive
♦ When workers receive new job assignments (refer to Exhibit 3-1 for regulatory
information)
♦ When new substances, processes, procedures or equipment are introduced to the
workplace or represent a new hazard
♦ When the employer becomes aware of a new or previously unrecognized hazard
♦ When supervisors have not been trained in safety and health hazards facing their workers
♦ When workers face hazards they have not been trained for in the workplace

9. HEALTH AND SAFETY COMMITTEE

Parsons project and corporate offices must establish a safety committee that includes members
from management and the nonexempt workforce. Health and safety committees meet regularly
and prepare written records of meetings. The committee reviews results of periodic scheduled
inspections, reviews accident investigations, and makes suggestions to management to prevent
future incidents. The committee reviews investigations of alleged hazardous conditions, submits
recommendations to assist in evaluating employee safety suggestions, and submits
recommendations for safety incentive programs.

Project Manager Establishes the safety committee and its charter, but usually does not serve as a
committee member. (The senior management representative takes on this
responsibility in corporate offices.)
Project Safety Manager Attends meetings and serves as a technical resource, but usually is not a voting
member of the safety committee.
Project Human Resources Manager Typically acts as a management member or technical advisor to the safety committee.
GBU Safety Manager Audits safety committee performance and acts as technical advisor.
Sector/Division Manager Ensures that safety committees are established and active; reinforces the use of
safety committees on projects.
Corporate Safety Acts as a consultant to the project in establishing the safety committee.
Safety Committee Assists the Project Manager in guiding and promoting project safety goals and
objectives; addresses employee safety complaints; helps develop project safety
programs and procedures; participates in incident investigations and tracks corrective
actions.
Employees May serve as members of a safety committee; provide feedback and suggestions to
committee members.
9.2 BASICS
Question Answer
When should a safety committee be When 5 full-time Parsons employees or 25 subcontractor employees are on a project.
established?
Who is responsible for establishing The Project Manager is responsible and accountable for establishing the safety
the safety committee? committee and developing its charter and must carefully consider committee
recommendations.
Do Parsons corporate offices have Yes, all Parsons corporate offices should have a safety committee.
safety committees?
Are separate project safety No. Project staff may use the office safety committee for local safety programs.
committees required in an office that
has an office committee?
Who serves on the safety committee? The makeup of the committee is determined on a case-by-case basis, but the
committee should reflect a balance between management and workers.

Health and Safety Committee
Question Answer
Can committees be used in a union Usually, but such committees must be developed in coordination with the labor relations
environment? manager, who will include the union in the development process.
Can clients or community members Depending on the contractual/organizational relationship between Parsons and the
serve on the safety committee? client, it may be appropriate to include client participation. Community members or
outside stakeholders are not usually eligible to serve on the safety committee.
How often does the safety committee Meeting durations and frequency vary as needed, but a typical safety committee meets
meet? once a month for field projects and quarterly for office work.
Who budgets for safety committee Project safety committees are budgeted by the project; corporate office safety
time and expenses? committees are budgeted by facilities.
Are safety committee members Committee activities typically are conducted during normal work hours or at lunch, so
compensated? no additional compensation is required. If committee activities extend beyond normal
working hours, union or nonexempt employees may require added compensation.
What authority does the safety The safety committee makes recommendations to the Project Manager or senior
committee have? management representative, who has authority to act on, modify, or reject the
recommendations.
How does the committee document The committee issues meeting minutes, which should be posted on the safety bulletin
its activities? board. The committee may also correspond directly with the Project Manager.
How detailed are committee minutes? Minutes should reflect the date, time, and location of the meeting as well as the names
of members in attendance. Minutes summarize the issues discussed and
decisions/recommendations made. Minutes are typically on a one-page document.
Minutes do not include names or private information regarding incidents.
Who selects safety committee Ideally, the employer (Project Manager) selects up to half of the members and
members? employees select the balance by vote. Service is voluntary.
Are the meetings open to all Meetings are not usually open, but notices of meetings are posted in advance on the
employees? safety bulletin board and employee suggestions and comments are solicited before the
agenda is formalized. Employees may request to address the committee on a specific
issue.
How long are the meetings? Duration varies, but meetings are typically about an hour in length.
9.3 SAMPLE AGENDA/MINUTES FORM

Exhibit 9-1 shows a sample safety committee agenda/minutes form. The committee chair ensures
that minutes are posted on the safety bulletin board and maintains files documenting all
committee activities.

Health and Safety Committee
Exhibit 9-1 – Safety Committee Agenda/Minutes Form
PARSONS
Safety Meeting Agenda/Minutes
Date & Location:
Meeting Start Time:
Meeting End Time:
Agenda:
Review of minutes of last safety meeting: Approved? Yes No

Corrections:
Unfinished business from last meeting:
Any hazards or safety concerns reported during this time period? Status of any corrective action reports?
Any accident investigations conducted since the last meeting? Describe identification of the cause and corrective action(s)?
Is your accident and illness prevention program working? Yes No

If no, describe any recommendations to improve it.
What other safety-related topics were covered in this meeting?
Safety related concerns for the next period?
Who attended this meeting?
Minutes prepared by:
Next meeting date and location:

10. INCIDENT INVESTIGATIONS

Incident investigations are an important element of Parsons’ safety program because they
provide useful information to prevent similar incidents. Incident investigations identify root
causes, system failures, unsafe acts and conditions, and noncompliance with or inadequacy of the
PSP. All significant near miss, injury, illness, or major equipment or property damage incidents
(including process interruptions) require an investigation.
The Project Manager and Safety Manager must conduct the on-site investigation immediately
and prepare an incident investigation report. The GBU Safety Manager or a designee completes
the on-line safety reporting system incident investigation tab while Corporate Safety
disseminates the results of the completed investigation throughout the Corporation as appropriate
to implement lessons learned.

Project Manager Ensures that all incidents are reported and investigated in a timely manner and that
appropriate corrective actions are identified and implemented; may participate in or lead
investigations.
Project Safety Manager Usually leads investigations, along with the construction manager..
Project Human Resources Manager Participates as requested by the Project Manager.
GBU Safety Manager Approves tools developed by the project for incident investigations and may participate
in investigations of major incidents; provides incident investigation training and tools.
Sector Manager Ensures that all incidents are investigated; may participate in investigations of major
incidents.
Division Manager Ensures that all incidents are investigated; may participate in investigations of major
incidents.
CEO/President Provides leadership to reinforce the need to actively and thoroughly investigate all
incidents.
Corporate Safety May participate in investigations of major incidents; defines Corporate requirements for
incident investigations.
Corporate Workers Compensation Reviews incident reports and prepares any necessary workers compensation reports.
Analyst
10.2 BASICS
Question Answer
Who is responsible? The Project Manager or the Safety Manager usually oversees the investigation and
report.
When is an investigation required? All reported accidents, incidents, near misses, property damage, and process
interruptions require investigation. In some cases, the GBU Safety Manager
investigates minor incidents and near misses based on the incident report and contact
with parties involved.
When is the investigation report due? A written report is due no later than 72 hours following an incident.

Incident Investigations
Question Answer
What if the investigation is not If the investigation is not complete within 72 hours, the status and a preliminary report
complete? must be presented to the GBU Safety Manager within 72 hours together with a request
and justification of an extension to the due date.
How is the root cause determined? Training on incident investigations is provided by the GBU or Corporate Safety
Manager, emphasizing the “Five Whys” technique.
What is the purpose of incident The purpose is to determine cause and identify corrective actions. Rather than finding
investigations? fault, the goal is to enhance and improve safety performance.
What if the root cause is too No task will be performed if it cannot be done safely. In nearly every case, appropriate
expensive to fix? solutions can be found to complex problems.
10.3 PWEB LINK FOR THE INCIDENT INVESTIGATION FORM

The on-line safety reporting system includes an accident investigation form. This page can only
be viewed by system administrators, responsible managers, and the assigned investigator. The
GBU Safety Manager serves as the default investigator and may assign that role on a case-by-
case basis. The link to the on-line system is:
https://pwebtools.parsons.com/safety/
10.4 INCIDENT INVESTIGATION BASICS

The purpose of an investigation is to identify all possible contributing root causes to prevent
future incidents of a similar type. The investigation also determines factors that may affect
Parsons’ legal liability. Simple incidents may require only a brief investigation by the Project
Manager or Safety Manager while more complex or significant incidents require a formal team
investigation as described below.
The investigation team must perform its job diligently and professionally. An immediate and
thorough investigation demonstrates Parsons’ commitment to the Zero Accident philosophy.
10.4.1 GENERAL INFORMATION REQUIRED

♦ Location, date, and time
♦ Description of the operation being performed at the time of the incident
♦ Outline of the sequence of events that led up to the accident
♦ All personnel associated with the work task and incident
♦ All eyewitnesses
10.4.2 INVESTIGATION FLOW

The investigation team should proceed in the following manner:
♦ Identify, secure, and document any evidence, tools, or other materials pertinent to the
investigation
♦ Identify and interview all involved employees and eyewitnesses
♦ Provide a private place and time for each individual to prepare a written statement
♦ Prepare and issue a written report

10.4.3 WITNESSES
The investigation team must interview the following individuals:
♦ Any injured employees
♦ Supervisor(s) of the injured employees
♦ Eyewitnesses; if there is no eyewitness, coworkers with knowledge of the accident
The investigation team must focus on discovering facts, not hearsay. Each person interviewed
must sign a written statement that summarizes the facts and the sequence of events that led to the
accident. If an eyewitness interviewee refuses to sign a statement, the investigation team should
conduct the interview and note the refusal at the end of the written statement.
The following information must be obtained from all personnel involved in an incident:
♦ Date, place, and time of the incident
♦ Date, place, and time of the interview
♦ Name, employee number, address, and occupation or trade of interviewee
♦ Location of interviewee at the time of the incident
♦ Activity or other events taking place before and during the incident
♦ Description of materials (lumber, concrete, steel), equipment (tools, cranes, scaffolding),
and conditions (weather, working environment, labor disputes) at the time of the incident,
to include all contributing factors, personal and physical, directly or indirectly related to
the accident
♦ Description of the incident in a narrative sequence of events
♦ List of contributing factors to the incident. Responses must be objective and describe
unsafe conditions or acts
♦ Description of existing unsafe conditions or actions associated with the incident and
when and by whom (if known) such conditions were reported
In addition to personnel interview statements, the investigation team should obtain statements
from the Safety Manager and the contractor safety representative, if applicable. At a minimum,
these statements must contain:
♦ Date, place, and time of the incident
♦ Name, employee number, address, occupation or trade, and length of employment for
each involved employee
♦ Titles and dates of all safety orientations and safety related training and education
furnished to each involved employee
♦ Copies of minutes from all safety meetings and other training sessions attended by
involved employees that discuss related safe work practices and accident prevention
topics
10.4.4 ADDITIONAL MEASURES
For lost time injuries or significant property loss/damage, the investigation team must take the
following additional steps:

1. Secure the area immediately to prevent alteration of the scene before the investigation
team can begin. Remove any equipment, tools, or materials involved in the incident from
service and place them in safekeeping. If this is impracticable, barricade the scene and
keep all unauthorized personnel out of the area. All physical evidence must be secured to
prevent tampering. Secured areas may be reopened only upon authorization from the
Project Manager with concurrence of the lead investigator, where applicable.
2. Photograph the area sufficiently for complete documentation. Photographs should be
taken as soon as possible after an incident to avoid change in conditions or
circumstances. If the investigation team is unable to take the photographs, a competent
photographer should be arranged for immediately.
3. Each photograph should be labeled as follows:
a. Description and location of principal item(s)
b. Date and time photograph is taken
c. Name of photographer
d. Position from which photograph is taken
4. Mark drawings and prepare sketches showing the location of the incident.
10.4.5 REPORTS
The incident report must contain only facts, avoiding personal opinions, speculation, or
conclusions. A paper copy of the report is maintained at the project site; electronic copies are
submitted to the on-line safety reporting system as attachments to the investigation page.
10.5 ROOT CAUSE INVESTIGATION

Root cause investigation is the process Parsons uses to identify the fundamental causes of an
incident so that mitigation measures can be implemented. The root cause of an incident can
usually be identified with five successive why questions, commonly known as the Five Whys.
This strategy begins with taking an incident and asking Why did the incident occur? After the
first response to this question, Why question is asked again. Each successive answer is then
questioned Why . . . ? to uncover the links in the chain of events that led to the incident. The lead
investigator should have training in incident investigations. The successive why questions must
be worded carefully to avoid jumping to an easy conclusion.
An example is shown on the next page.

Rooting Out the Root Cause of an Accident

Scenario: Bill injured his hand
For this example, we ask WHY five times to determine the root cause of the accident. We begin the investigation by questioning
the direct cause:
1. WHY did the machine cut Bill’s hand?
BECAUSE his hand came in contact with the moving blade.
2. WHY did his hand come into contact with the blade?
BECAUSE the guard was missing.
3. WHY was the guard missing?
BECAUSE the maintenance worker failed to bolt it on to the machine.
4. WHY did the maintenance worker fail to bolt on the guard?
BECAUSE the worker couldn’t turn the specialized nuts.
5. WHY couldn’t the specialized nuts be turned?
BECAUSE the specialized wrench was broken.
Bill’s hand was injured, it turns out, because a tool was broken.
Determining the root cause of an accident will show how to prevent a recurrence.

11. MEASUREMENT AND REPORTING

Project Managers measure and report accidents and incidents, injuries, near misses, and property
damage as part of the ongoing process of enhancing project safety performance. Parsons’ policy
is that all incidents must be reported through the local supervisor and Project Manager to the
GBU Safety Manager within four hours of the initial incident. The GBU Safety Manager is
responsible for notifying the Corporate Workers Compensation Analyst.
If an incident results in a lost workday case (LWDC) or worse, the Project Manager and
immediate supervisor must call the GBU President within four hours. Any fatality, injury of a
private citizen, property loss or damage in excess of
$50,000, or catastrophes (as defined in OSHA’s State Plan
list shown in Exhibit 11-1) require immediate notification Report all incidents to the
of the GBU or Corporate Safety Manager. local supervisor within
four hours.
In addition to the required reporting of incidents, Project
Managers establish key safety metrics appropriate to the work. These metrics, which include
both leading and lagging indicators, are typically measured each month and reported to all
project staff as a quality improvement measure. Common performance metrics are provided in
Section 1.6 of this manual.

Project Manager Must submit incident reports and monthly reports of hours. Provides reports of selected
metrics to the project team.
Project Safety Manager Submits incident reports and monthly reporting of hours at request of Project Manager.
GBU Safety Manager Establishes project requirements to report and measure safety performance.
Sector/Division Manager Ensures timely and accurate reporting of the sector or division.
CEO/President Reinforces SHARP Management goals and philosophies throughout the corporation.
Corporate Safety Manager Provides minimum corporate guidelines for reporting and accident investigations.
Corporate Workers Compensation Reviews incident reports and prepares any necessary workers compensation reports.
Analyst
11.2 BASICS
Question Answer
Who is responsible for monthly The Project Manager ensures that reports are issued in a timely manner but may assign
reporting? the reporting responsibility to a member of the project staff.
When are monthly hours due? No later than the fifth day after the period closing date.
When are incident reports due? Within four hours after the incident.
Does the company use a standard All projects must use GBU standard forms or the on-line incident reporting tool on
form? PWeb. (GBUs are phasing this in over time.)

Measurement and Reporting
Question Answer
What is a near miss? A near miss is an unexpected event that has potential for injury or property damage, but
no such damage occurs.
Are all near misses reported? Some discretion is allowed, but any near miss with potential for serious injury or
property damage must be reported. Minor near misses with strong potential for lessons
learned should be reported.
What happens if an incident is not Failure to report an incident is equivalent to creating an unsafe condition. Employees
reported? who intentionally fail to report or who knowingly report inaccurate information are
subject to disciplinary action.
11.3 ONLINE SAFETY REPORTING SYSTEM

The link below will open the PWeb incident reporting tool. This system can be used to file an
initial report and the incident detail report. The tool is also available on the PWeb safety website.
PWeb.parsons.com/PIT/safety/default.htm
Instructions for this reporting system are in the Livelink site listed below.
https://livelink.parsons.com/livelink/livelink.exe?func=ll&objId=8621737&objAction=browse&sort=name
11.4 OSHA ACCIDENT RECORDING/REPORTING REQUIREMENTS

OSHA requires many incidents to be recorded, including all workplace injuries or illnesses not
on OSHA’s list of first aid cases, which are listed in Exhibit 11-2.
OSHA requires reporting any work site fatality or accidents involving the hospitalization of three
or more employees to the nearest OSHA office within eight hours. Some states have different
requirements, as shown in Exhibit 11-1. Reporting to OSHA is coordinated through the GBU or
Corporate Safety Manager. OSHA reporting regulations can be found through the following
Livelink site:
https://livelink.parsons.com/livelink/livelink.exe/fetch/2000/2988/6386382/6386383/1904_Recor
d_Report.pdf?nodeid=6968284&vernum=1
11.5 HOURS FOR PARSONS MONTHLY STATISTICAL REPORTS

Projects meeting any of the following criteria
must report exposure hours each month for
safety statistics. New projects meeting any of The Sites that do not have access to
these criteria must contact the GBU Safety the on-line reporting system must
Manager to be added to the reporting system. arrange with their division or sector
to have incident hours entered into
♦ Parsons has 5 or more full-time the system by the required date.
equivalent (FTE) employees working
in the field
♦ Subcontractors (all tiers) have 25 or more FTE employees working in the field
♦ Parsons is contractually responsible for construction on the project
♦ Parsons is contractually responsible for safety on the project

Projects must submit hours for statistical reporting no later than the first Friday following the
period closing date. In general, actual Parsons hours are available by this date, and subcontractor
or partner hours are approximated by a site headcount. Approximated hours are revised as
accurate numbers become available. Estimates are used when fixed price subcontractors are not
obligated or willing to provide hours.
Exhibit 11-1 – Incident Reporting Requirements for State Plans

State Reporting Requirement State Reporting Requirement
Alaska Same as OSHA New York Same as OSHA
Arizona Same as OSHA North Carolina Same as OSHA
California Fatality or five or more injured Oregon Fatality or one or more hospitalized
employees employees within 8 hours; report all
reported within 24 hours heart attack fatalities
Connecticut Same as OSHA Puerto Rico Same as OSHA
Hawaii Same as OSHA South Carolina Same as OSHA
Indiana Same as OSHA Tennessee Same as OSHA
Iowa Same as OSHA Utah Fatality or any hospitalized or disabling
injury within 12 hours
Kentucky Same as OSHA Vermont Same as OSHA
Maryland Same as OSHA Virgin Islands Same as OSHA
Michigan Same as OSHA Virginia Same as OSHA
Minnesota Same as OSHA Washington Fatality, probable fatality, or 2 or more
hospitalized within 8 hours
Nevada Same as OSHA Wyoming Same as OSHA
New Jersey Same as OSHA
New Mexico Fatality or two or more hospitalized
employees within 8 hours

Exhibit 11-2 – OSHA First Aid List
PARSONS
OSHA First Aid List
1904.7 (b)(5)(ii) What is “first aid”?
For the purposes of Part 1904, “first aid” includes the following:
A Using a nonprescription medication at nonprescription strength (for medications available in both prescription and
nonprescription form, a recommendation by a physician or other licensed health care professional to use a nonprescription
medication at prescription strength is considered medical treatment for recordkeeping purposes)
B Administering tetanus immunizations (other immunizations, such as hepatitis B or rabies vaccine, are considered medical
treatment)
C Cleaning, flushing, or soaking wounds on the surface of the skin
D Using wound coverings such as bandages, Band-Aids™, or gauze pads; or using butterfly bandages or Steri-Strips™ (other
wound-closing devices such as sutures or staples are considered medical treatment)
E Using hot or cold therapy
F Using any nonrigid means of support, such as elastic bandages, wraps, or back belts (devices with rigid stays or other
systems designed to immobilize parts of the body are considered medical treatment for recordkeeping purposes)
G Using temporary immobilization devices while transporting an accident victim (e.g., splints, slings, neck collars, back boards)
H Drilling a finger- or toenail to relieve pressure, or draining fluid from a blister
I Using eye patches
J Removing foreign bodies from the eye using only irrigation or a cotton swab
K Removing splinters or foreign material from areas other than the eye by irrigation, tweezers, cotton swabs, or other simple
means
L Using finger guards
M Using massage (physical therapy or chiropractic treatment are considered medical treatment)
N Drinking fluids to relieve heat stress
This is a complete list of all treatments considered first aid for Part 1904 purposes.

11.6 MANUAL INCIDENT/ACCIDENT REPORT FORM

If the on-line reporting system is not available, the form in Exhibit 11-3 can be used. Paper forms
must be faxed or emailed to the GBU Safety Manager and the Corporate Workers Compensation
Analyst within four hours of an incident.
Exhibit 11-3 – Incident/Accident Report Form
PARSONS
Incident/Accident Report Form
Attach all supplemental documentation, including photos, diagrams, witness statements, and field reports
Project Title Location
Subcontractor
Project
Address
Information
City, State, Zip
Contact Name Phone Number
Workers Compensation General Liability Builder’s Risk

Emergency Response Notified Bodily Injury/Illness Equipment
Incident
(Police, Fire, Medic, etc.) Real Property Damage Supplies
Type
First-Aid Only Personal Property Damage Machinery
Recordable Injury Utility Property Damage Work
Date of Loss Time of Loss

Place (exact location)
Incident
Location
Detailed Description of Incident
Incident
Description

Exhibit 11-3 – Incident/Accident Report Form (Contd)

Injured Name
Address
Workers City, State, Zip
Comp Home Phone Date of Birth
or Nature of Injury
Personal Medical Facility Work Status
Injury Treatment Received
(circle one)
Owner’s Name
Address
City, State, Zip
Home Phone Work Phone
Property Damage Type Estimated Cost
Damage Marked or
or Utility Type Unmarked
Builder’s
Description of Damage
Risk
(circle one)
Name
Address
Witness
City, State, Zip
Information
Home Phone Work Phone
Where to contact Time to contact
Describe actions taken
Contractor
Subcontractor
Action
Signature Employer
Print Name Date
Phone No. Fax Number

12. AUDITS, INSPECTIONS, AND RECORDKEEPING

Each project must establish an audit protocol and programs to schedule routine inspections by
project management. Internal project safety inspections focus on recognizing both safe and
unsafe acts and field conditions. GBU audits
are performed at least annually the GBU Safety The Project Manager must inspect
Manager, the Quality Control Manager, or and document the site at least
representatives from corporate safety. once each month.
Inspections are generally less formal than
audits.

Project Manager Ensures that routine internal safety inspections are performed at least once a month;
tracks corrective actions to completion; performs monthly inspections.
Project Safety Manager Develops audit protocol; serves as an inspector/auditor.
Project Human Resources Manager May serve as an inspector/auditor; may reprimand employees responsible for unsafe
conditions and behaviors.
GBU Safety Manager Performs audits per GBU policy and upon project request.
GBU Quality Control Manager Ensures the audit process is valid and unbiased; maintains an on-line audit finding
and corrective action tracking system.
GB Risk Manager Reviews and comments on tools, plans, and other documents developed by the
project team.
Sector Manager Ensures an audit program is in place; reviews audit results and follows up as needed
with Project Managers.
Division Manager Reviews all audits and establishes division training requirements; initiates disciplinary
actions for unsafe behaviors and conditions.
CEO/President Acts as corporate sponsor to ensure that SHARP Management philosophies and
principles are adhered to throughout the project.
Corporate Safety Establishes standard audit checklists and protocols for all projects (these can be
supplemented by the project).
12.2 BASICS
Question Answer
Who is responsible for the inspection The Project Manager is responsible and accountable for internal project inspections; the
program? GBU Safety Manager is responsible and accountable for GBU audits.
When should a site-specific During PSP development or when a review of technical specifications indicates unique
inspection program be developed? hazards not included in the standard protocol.
When do inspections begin? Office safety inspections begin during the office mobilization phase and continue through
the life of the project, with the content and protocol changing based on the phase of work.
How and when are inspections Findings are documented on an inspection form that includes corrective actions that will
documented? be tracked to completion.
How are corrective actions tracked? Generally, the Project Manager or project Quality or Safety Manager tracks internal
inspections to completion; the GBU Quality manager uses the on-line audit tracking
system to document and track findings from external audits.

Audits, Inspections, and Recordkeeping
Question Answer
What is the goal of the audit process? To measure project performance with respect to compliance with safety goals; to
identify potential process failures and improvement opportunities.
Who pays for the audit? Auditor time and expenses are generally project costs.
How long does a safety audit take? In most cases, safety audits are complete in one day.
12.3 WHEN ARE AUDITS AND INSPECTIONS NECESSARY?

Both office and field periodic safety audits are performed at least annually according to a
predetermined schedule, and
♦ When required by regulation or contract
♦ With the introduction of new substances, processes, procedures,
or equipment that presents potential new hazards into the workplace
♦ When new, previously unidentified hazards are recognized
♦ Upon receipt of an employee complaint of unsafe conditions
♦ In the event of an occupational injury or illness
12.4 RECORDKEEPING REQUIREMENTS

All projects must establish record keeping procedures consistent with the records retention policy
on PWeb (number 47 under Corporate Policies). At a minimum, each project must maintain the
following records to document their safety program (these records will be audited):
1. Records of hazard assessment inspections, including the name of the person conducting
the inspection, unsafe conditions and work practices identified, and action taken to
correct unsafe conditions and work practices. This data is recorded on a hazard
assessment and correction form.
2. Documentation of safety and health training for each employee, including name or other
identifier, training dates, type of training, and name of instructors are recorded on a
worker training and instruction form. Inspection records and training documentation are
maintained in the project office.
3. Parsons monthly safety report and all detailed incident reports.
4. OSHA 300 log (Report of Injuries and Illnesses).
5. Other records as required by Parsons or local, state, or federal regulation.
12.5 LINKS TO STANDARD AUDIT AND INSPECTION PROTOCOLS
The following links contain standard audit forms for design/office inspections and for
industrial/construction audits. These forms are also included in Appendices B1, B2, and B3.
Pweb.parsons.com/PIT/safety/default.htm
This audit protocol should be used by projects as a reference to prepare for a formal GBU or
corporate audit to avoid significant findings or oversights.

CONSTRUCTION OR FIELD PHASE

The construction or field operations phase identifies safety requirements for projects that require
employees to make frequent trips to the field for surveys or construction activities. Construction
projects must complete the entire process; projects with limited field requirements only have to
implement selected work elements as appropriate to the work. The nine work elements for this
phase are highlighted below and are followed by a Project Manager checklist for this phase.

13. PRECONSTRUCTION SAFETY ACTIVITIES

Preconstruction risk reviews and safety planning are essential elements of a safety program.
These activities occur during development of the PSP and are reviewed and updated before
construction RFPs are issued.
Preconstruction safety activities include a
detailed analysis of the scope of work Construction RFPs and subcontractor
and safety specifications in the prime agreements must reflect the most
contract, Parsons’ project schedule and recent risk analysis information before
they are released to bidders.
PSP, draft RFPs, and proposed
subcontractor agreements.

Project Manager Ensures preconstruction safety planning and review are complete before RFPs are
issued.
Project Safety Manager Identifies risks, develops a list of risks and requirements.
Project Subcontracts Manager Ensures that the safety review is built into the project subcontracting process and that
safety comments are incorporated. Recommends language for RFPs and subcontractor
agreements.
Resident Engineer/Superindent Assists in identifying risks.
GBU Safety Manager Reviews and comments on tools, plans, and related documents to support the project.
GBU Procurement Manager Institutes standard procurement procedures to ensure that safety reviews are built into
the subcontracting process.
Sector/Division Manager Ensures that preconstruction safety planning occurs on all projects.
Corporate Safety Acts as consultant, providing expert advice to the project.
Corporate Workers Compensation Provides historical data on losses on similar projects or geographic areas; establishes a
Analyst panel of physicians to coordinate care of injured workers.
13.2 BASICS
Question Answer
Who is responsible for The Project Manager ensures that the risk review process is followed and that RFPs
preconstruction safety planning? and subcontractor agreements are updated with known risks and reflect Parsons’ safety
requirements.
When does preconstruction safety During the development of the PSP.
planning begin?
What is the end product of the RFPs include a section on safety planning requiring contractors to implement a safety
preconstruction safety planning program to address all hazards of the work, including listed risks as well as training and
process? other safety requirements.
When are reviews conducted? Before RFPs are issued to bidders.
What is the purpose of the review? To ensure that safety requirements in the RFP reflect the most current information
about hazards and safety requirements.
Why is the review necessary? To reduce change orders resulting from incomplete RFP data.

Question Answer
What is a specification review for A review to identify high-risk activities, hazards, and exposures relevant to the contract
high-risk activities? and work.
What is identified in the analysis? Specific high-risk activities and their relation to the schedule.
When is this analysis completed? The analysis is conducted before the prebid meeting.
How are the results communicated? The specification review checklist is reviewed with subcontractors at the prebid meeting.
How are existing site hazards The checklist that identifies site hazards and exposures is reviewed with subcontractors
analyzed and communicated? at the prebid meeting.
13.3 FORMS
Exhibit 13-1 is a sample preconstruction safety planning outline; Exhibit 13-2 is a specification
risk analysis checklist; and Exhibit 13-3 is a site-specific risk review checklist.

Preconstruction Safety Activities
Exhibit 13-1 – Sample Preconstruction Safety Planning Outline

PARSONS
Preconstruction Safety Meeting

Date: Project/Location:
Subcontractor Parsons Project
Representative: Manager:
Phone: Phone:
Subcontractor Safety Parsons Safety

Rep: Manager:
Phone: Phone:
The following items were identified and reviewed with the subcontractor.
Health & Safety Medical
Site-Specific Safety Plans/Model Program Substance Abuse Screening
Competent/Qualified Person Documentation Emergency Procedures
Safety Audits/Inspections Site Security
Subcontractor Responsibilities Smoking Policy
Site Orientation Requirements Medical Services Requirements
Premobilization Safety Meeting/Date Treatment Locations/Addresses/Phone List
Crane Inspection Certification Other
Personal Protective Equipment (PPE)
Environmental Hazards
Other
Additional Notes/Comments:

Exhibit 13-2 – Specification Risk Analysis Checklist
PARSONS
Project Technical and General Conditions Specification Review

Project Manager: Safety Manager:
The project specification review has revealed the following high-risk activities. Activities checked must be followed up during the
construction phase with training, written plans and/or a specific Activity Hazard Analysis. This list should be reviewed with
prospective bidders during the pre-bid meeting.
Steel Erection (SENRAC Requirements) Demolition

Excavations/Trenching Marine Work/Liveboating
Powered Industrial Trucks, Fork Lifts Heavy Hauling
Crane Work/Heavy Lifts, Rigging Concrete
Work Involving Hazardous Materials Diving
Electrical Tie-ins/Lockout–Tagout Work Adjacent to Production Areas
Aerial Lift Work – scissor lifts, extendable boom, etc. Site Security/Visitor Control/Public Exposure
Underground, Caissons, Cofferdams Process Safety Management (PSM)
Scaffold Erection/Work Permits
(Excavation/Scaffolding/Demolition/Traffic/Confined
Space/Hot Work/Line breaking, etc.)
High Risk Activities and Other Project Concerns:

Preconstruction Safety Activities
Exhibit 13-3 – Site Specific Risk Review Checklist
Parsons
Site Specific Risk Review Checklist
Date: Project or Location:
Risk/Hazard Detail Present Risk/Hazard Detail Present
Employee Exposure Hazardous chemicals ______ Ladders Portable ladder use
Lead ______ is required ______
Asbestos ______ __________________ ______
UXO ______ Caissons and Caisson or cofferdam
PCB ______ Cofferdams work is required ______
Airborne contaminants __________________ ______
(dust, mists, fumes) ______ Marine or Over Work on or over water
Other (specify) ______ Water Work is required ______
__________________ ______ Underwater (diving)
Confined Space Confined space entry work is required ______
is required ______ __________________ ______
__________________ ______ Process Safety Work is on or near
Control of Energy Lockout, blocking, Management operations involving
other controls required ______ listed highly hazardous
__________________ ______ chemicals ______
Hazardous Waste Handling, removal or __________________ ______
storage of hazardous Steel Erection Steel erection work
is required ______ is required ______
__________________ ______ __________________ ______
Crane Work Mobile cranes ______ Traffic Control Work is on or near
Tandem lifts ______ highways, road, or
Bridge cranes ______ mass transit ______
Derricks ______ __________________ ______
__________________ ______ Personal Protective Work activities or work
Trenching and Trenching and Equipment site requires hearing
Excavations excavations required ______ protection ______
__________________ ______ Work activities or
Welding and Cutting Acetylene/gas cutting ______ location requires using
Arc welding ______ respirators ______
Soldering and brazing ______ Work activities or
__________________ ______ location requires special
Powered Industrial Forklift training is protective clothing ______
Trucks required ______ __________________ ______
Aerial Lifts Hydraulic booms ______ Public Exposure Work activities or
Scissor lifts ______ location requires
Mobile scaffolding ______ special precautions
__________________ ______ to protect the public
Scaffolding Scaffolding is required ______ __________________ ______
__________________ ______ Other Exposures Other exposure or
high-risk activities (list)
__________________ ______
__________________ ______
__________________ ______
__________________ ______
Notes:
Reviewed by: Title: Date:

14. PROJECT SITE ORIENTATION

All employees assigned to a Parsons jobsite must receive a comprehensive orientation that
focuses on health and safety hazards specific to the site. The Project Manager must ensure that
an orientation program is in place to provide necessary information to all employees before they
enter any working area of the site, even for a brief visit. A Parsons supervisor familiar with the
potential hazards on a project must escort visitors to Parsons field sites.

Project Manager Ensures that all safety and health policies and procedures are clearly communicated
and understood by all employees at the site.
Project Safety Manager Develops the health and safety content of the orientation based on a review of
hazards associated with the site.
Project Controls Manager Assists as directed by the Project Manager.
Project Human Resources Manager Assists as directed by the Project Manager.
GBU Safety Manager Audits to ensure that orientation content is appropriate to the hazards.
Sector/Division Manager Requires all field projects to develop and implement site orientation procedures.
Confirms that orientation is provided to all employees.
Corporate Safety Acts as a consultant, providing expert advice and guidance to the project.
14.2 BASICS
Question Answer
Who is responsible for implementing The Project Manager develops the orientation program to ensure that safety and health
a site orientation program? policies and procedures are clearly communicated and understood.
Who conducts the orientation? The Project/Construction Manager, Field Engineer, Safety Manager or Human
Resources representative typically conduct the orientation.
What information is covered in the The orientation includes an overview of key elements of the PSP, including personal
orientation? protective equipment requirements, disciplinary policies, communication plans,
emergency plans, employee rights and responsibilities, and reporting of hazards and
injuries.
Who provides orientation for Subcontractors are usually contractually required to provide orientation of all their
subcontractors? employees and visitors consistent with Parsons requirements. In some cases,
contractual arrangements may allow one group to provide orientation for all workers
and visitors to the site (regardless of their company).
What documentation is required? Copies of presentation materials must be maintained on site; employees must sign a
statement acknowledging their understanding of the material covered and the
statements must be maintained on site.
Should substance abuse training be If applicable, substance abuse testing should be included in the orientation.
part of this orientation?
How are employees informed of Each project must have a panel of physicians appointed to treat Parsons employees in
where to go for medical treatment? case of injury or illness. The location of these physicians is posted on the project
bulletin board.

Project Site Orientation

Question Answer
How long should orientation last? This depends on hazards at the jobsite; the orientation can be a 5 minute presentation
or a complex multi-day training program with demonstrations of personal protective
equipment and other emergency procedures.
14.3 EMPLOYEE ORIENTATION

The Human Resources department has a comprehensive employee orientation program and
annual refresher. The Safety Manager helps to develop the safety section of the orientation
locally and meets with new employees to review site procedures and requirements. Topics
covered include:
♦ Safety roles and responsibilities
♦ PSP overview
♦ Project rules and disciplinary policies
♦ Reporting incidents and unsafe conditions
♦ Hazards communication
♦ Emergency/evacuation plans
♦ Location-specific hazards
All new employees on a project, both new hires and transfers, must attend the orientation
program on their first day and sign an acknowledgment form indicating they attended and
understood the orientation. Any employee who is unsure of any information presented in the
orientation must request clarification. Employees who do not participate in the orientation or
refuse to sign the acknowledgment cannot work on site.
14.4 FORMS
Exhibit 14-1 is an example of the health hazards section of a written employee orientation guide
for Parsons projects in Iraq.

Project Site Orientation
Exhibit 14-1 – Sample Extract from a Safety Orientation Manual

15. MEET BUILDING TRADES, OSHA, AND OTHER AGENCIES

At the outset of the construction phase of large projects, it is important to meet with and establish
a positive working relationship with regulators and building trades representatives. Introductory
meetings are a good way to explain the structure of Parsons’ management team, our safety
philosophy, and the PSP. Early efforts to build consensus and support from all interested parties
will set the tone for the project and demonstrate Parsons’ commitment to our SHARP
Management philosophy.

Project Manager Schedules and conducts the meetings.
Project Safety Manager Identifies and coordinates the regulatory participants for the Project Manager and
participates in the meetings.
Construction Manager Participates in the meetings.
GBU Safety Manager Establishes requirements applicable to the project.
Sector/Division Manager Ensures that sector/division projects comply with the requirements.
Corporate Safety Acts as an expert consultant, providing advice and guidance to project leaders as
needed.
15.2 BASICS
Question Answer
Who is responsible for scheduling and The Project Manager.
conducting the meeting?
What is presented at the meeting? Parsons safety philosophy and the PSP.
When are the meetings conducted? As soon as the project is mobilized to the site.
Where are the meetings held? Typically at the offices of the respective regulators and building trades; they can also be
held at the work site.
What is the goal of meeting with To establish a cooperative relationship with OSHA and other regulatory agencies that
regulators? may be stakeholders in the project.
What is the goal of meeting with To ensure that trades understand our safety philosophy, support the project with
trades? appropriately trained workers, and commit to a zero incident performance goal on the
project.
Should all projects conduct these No. They are usually held for large projects that involve a significant amount of labor
meetings? and when Parsons serves in a project or construction management role.
15.3 MEETING WITH BUILDING TRADES

For projects that use union labor, meeting with local business agents helps ensure that their
members will be employed on a project intent on meeting a zero accident goal. Soliciting support
from these business agents and supporting their efforts to train and educate their members on
health and safety will go a long way toward creating a partnership with the unions and their
members, leading to a successful safety, health, and risk management program.

Meet Local OSHA, Building Trades, and Other Agencies
Before contacting union officials, the Project Manager should enlist the assistance of the Parsons
Constructors Inc. President and learn about local and national union environments and Parsons’
corporate history with the union. In some situations, a Parsons Constructors Inc. labor
representative should be included when meeting with building trades representatives.
15.4 MEETING WITH OSHA AND OTHER AGENCIES

Meeting with OSHA and other regulatory agencies provides an opportunity to present Parsons’
vision of safety and health for the project. The Project Manager may present the PSP at such a
meeting and discuss the project’s approach to safety, health, and risk management, including
how the risk of injury or illness will be reduced on the project. The SHARP Management manual
is a good tool to use at the meeting to demonstrate Parsons’ commitment to safety and health.
Meeting with OSHA and regulators helps establish an open and cooperative relationship before
work commences so that the project will have these important groups as allies in promoting a
safe and healthy work environment.

16. REVIEW CONTRACTOR/SUBCONTRACTOR SAFETY PROGRAMS

After the preconstruction meeting and at least 10 days before mobilization, each contractor or
subcontractor must submit a written safety program to Parsons. The project Superintendent or
Construction Manager reviews contractor or subcontractor safety programs for compliance with
contract safety specifications, quality,
and applicability to the risks of the
After the preconstruction meeting and
work. If necessary, Project Managers
at least 10 days before mobilization,
may present workshops on how to each contractor or subcontractor must
develop a safety program to help submit a written safety program.
subcontractors comply with contract
safety specifications.

Project Manager Ensures a process is in place to review all subcontractor safety programs before
construction begins.
Project Safety Manager Reviews subcontractor safety programs with the Superintendent or Construction
Manager.
Project Subcontracts Manager Receives safety plans from subcontractors and provides comments to subcontractors.
Resident Engineer/Superintendent With the Safety Manager, reviews subcontractor safety programs.
GBU Safety Manager Establishes review requirements for subcontractor safety plans.
Sector/Division Manager Ensures that all sector or division projects perform subcontractor safety program
reviews.
Corporate Safety Acts as consultant to the project, providing expert advice and leadership.
16.2 BASICS
Question Answer
Who is responsible for conducting the Construction Managers or Superintendents and Project Safety Managers conduct the
reviews? reviews; Project Managers ensure that reviews are performed.
When are the reviews performed? Before mobilization of a subcontractor.
When are the contractor safety After preconstruction meetings and 10 days before mobilization.
programs submitted?
16.3 MODEL SUBCONTRACTOR SAFETY PLAN

Appendix A2 is a model subcontractor safety plan (SSP). Each subcontractor must develop its
own SSP appropriate to the work. As a guide, Project Managers can provide this model to
subcontractors to ensure that their SSPs meet Parsons’ requirements. However, Project Safety
Managers should tailor the model SSP to fit each project before presenting it to subcontractors.
Transmittal of the model SSP must be accompanied by a statement reiterating that a
subcontractor is solely responsible for the content of its SSP.

Review Contractor/Subcontractor Safety Programs
16.4 FORMS
Projects can use the sample forms provided here to ensure that subcontractors’ safety plans are
tailored to the safety conditions of a project. Exhibit 16-1 is a preconstruction safety meeting
checklist, Exhibit 16-2 is a subcontractor safety plan review form; Exhibit 16-3 is a subcontract
competent person form, and Exhibit 16-4 is an initial subcontractor employee training
acknowledgment form.
Exhibit 16-1 – Sample Preconstruction Safety Planning Outline
PARSONS

Phone: Phone:

Rep: Manager:
Phone: Phone:
Other

Exhibit 16-2 – Subcontractor Site Specific Safety Plan Review
Parsons
Subcontractor Safety Plan Review
Date: ___________________ Project/Location: _____________________________________________
Subcontractor: _______________________ Parsons Safety Manager:
The information provided here is based on a review of a subcontractor’s safety plan. Areas identified as incomplete are
reevaluated and modified based on the standards in the contract specifications and the Project Safety Program manual.
Subcontractors resubmit corrected sections of the SSP to the Parsons Construction Manager within one week of receiving
review documentation.
Section Complete Incomplete Section Complete Incomplete
Site Specific Safety Plan Specific Activity Hazard Analysis (AHA)
Responsibilities assigned Project Site Employees Orientation Program
Compliance Emergency Action Plan
Hazard Communication Site Specific Medical Emergency Plan
Hazard Assessment Identification of Key Line Personnel

Identification of Competent & Qualified
Accident Investigation Personnel
Hazard Correction Written Progressive Disciplinary Program

Written Trenching and Shoring Plan (if
Training and Instruction applicable)
Recordkeeping Written 100% Fall Protection Plan (if applicable)

Scope of Work
Evaluation Other
Additional Comments:
Reviewed by:
Name Title

Exhibit 16-3 – Subcontractor Competent Person Form
Parsons
Subcontractor Competent Person Form
Definition
A competent person is a person having the ability to recognize existing and predictable hazards and having the authority to
correct them.
Responsibility
The designated subcontractor competent person is responsible for recognizing and correcting safety risks/hazards. This
person has the authority to stop work in a potential safety concern on the jobsite. This Subcontractor Manager and
competent person are considered the contacts for Parsons projects.
This form must be completed by each subcontractor’s manager and the subcontractor’s designated competent persons.
Where a subcontractor is responsible for multiple crafts, it will be necessary to maintain additional designated
competent persons and forms. Each subcontractor on a Parsons project must submit this completed form to the Parsons
Construction Manager before beginning work on the project and must update it any time the designated representative(s)
changes.
Acknowledgment
I,_____________________________________ representing, ______________________________________________
Subcontractor Manager Subcontractor Company Name
have assigned _______________________________ to be the competent person in the areas indicated and I
___________________________________________ Subcontractor Competent Person acknowledge that this individual has
been thoroughly trained and is experienced in hazard recognition and has the authority to stop work and correct hazards in the
event of a potential hazardous or imminent danger situation.
_________________________________________ ____________________
Subcontractor Manager (Signature) Date
I, _________________________________________ acknowledge that I have been thoroughly trained and have the experience
Competent Person (Signature)
to perform the duties as the ________________________________ competent person in the areas marked below and
Subcontractor Company Name
I understand that I have the responsibility and authority to correct hazards and to stop work in the event of a potential hazardous
or imminent danger situation.
Asbestos Hearing Protection Welding/Cutting

Respiratory Protection Scaffolding Rigging
Cranes/Derricks Electrical Lead
Fall Protection Ladders Excavations/Trenches
Demolition Tunnels/Shafts First Aid/CPR
Underground Const. Material/Personnel Hoists Concrete/Forms/Shoring
Marine Work/Diving Bolting/Riveting/Fitting Mechanical Demolition

Exhibit 16-4 – Initial Subcontractor Employee Training Acknowledgment Form
Parsons
Initial Subcontractor Employee Training Acknowledgment
Name of Trainer:
Training Subject:
Training materials used:
Name of employee:
Date of hire/assignment:
I, , hereby certify that I have received training as described above in the following areas:
• The potential occupational hazards in general in the work area and associated with my job assignment.
• General safety requirements indicate the safe work conditions, safe work practices and personal protective equipment
required for my work.
• The hazards of any chemicals to which I may be exposed and my right to information contained on material safety data
sheets for those chemicals, and how to understand this information.
• My right to ask questions, or provide any information to the employer on safety either directly or anonymously without
any fear of reprisal.
• Disciplinary procedures the employer will use to enforce compliance with general safety requirements.
I understand this training and agree to comply with general safety requirements for my work area.
Employee Signature Date

17. SUBCONTRACTOR PREMOBILIZATION MEETING

Resident Engineers, Construction Managers, or Superintendents conduct subcontractor
premobilization meetings at the worksite on or before the first day of mobilization. Supervisors
and subcontractor competent persons also attend these meetings. The meetings broadly review
subcontractor execution plans and site safety issues, requirements, and concerns. They present an
opportunity to explain Parsons’ approach to managing safety on high-risk tasks.

Project Manager Ensures that a premobilization meeting takes place with every major subcontractor.
Project Safety Manager Assists Resident Engineers or Superintendents in conducting the meeting.
Resident Engineer, Superintendent, Conducts the premobilization meeting.
or Construction Manager
Project Subcontracts Manager Documents the meeting in the procurement file.
GBU Safety Manager Establishes requirements applicable to each project.
Sector/Division Manager Reinforces the need to comply with established requirements.
Corporate Safety Acts as an expert consultant, assisting the project as necessary.
17.2 BASICS
Question Answer
Who is responsible for the meeting? A Resident Engineer, Superintendent, or Construction Manager conducts the meeting;
but Project Managers ensure the meetings take place.
When is the meeting conducted? On or before the first day of subcontractor mobilization
How long does the meeting typically Because premobilization meetings are fairly detailed, they can last from 1 hour to 1 day
last? long.
Is the meeting focused only on Not necessarily. The meeting can cover the overall execution plan. Safety is an integral
safety? part of execution, so the person conducting the meeting should emphasize safety
throughout. High-risk tasks are discussed individually and include a detailed review of
safety approach.
17.3 FORMS
Exhibit 17-1 is a sample checklist of site safety and health requirements, procedures, and hazards
that should be discussed during subcontractor premobilization meetings. The form has space to
list concerns raised during these meetings and to list all attendees.
The checklist in Exhibit 17-2 is an example of a form that can be used to review high-risk
activities. It can also be used during site-specific subcontractor premobilization meetings.

Subcontractor Premobilization Meeting
Exhibit 17-1 – Premobilization Safety Meeting
Parsons
Premobilization Safety Meeting
Date: _______________________ Project/Location:
CM Representative: ___________________Subcontractor Representative:_______________________
The following project site safety, health, and security requirements, procedures, and hazards have been identified and reviewed
with the subcontractor.
SSP/Emergency Planning/Response Plan Demolition

Competent/Qualified Person Personal Protective Equipment
Hazardous Materials/Waste Cranes/Hoists/Annual Inspection Certificate
Vehicle/Heavy Equipment Overhead Power Lines
Lockout/Tagout Confined Spaces (Permit/Non-Permit)
Electrical Excavations/Trenching
Fire Protection Site Security/Visitor Control/Public Exposure
Hot Work/Welding/Cutting Process Safety Management (PSM)
Fall Protection/Guardrails/ Permits
Scaffolding/Ladders (Excavation/Scaffolding/Demolition/Traffic/Confined
Space/etc.)
Additional Project Concerns:
Other Attendees:
Name Title Company

Subcontractor Premobilization Meeting
Exhibit 17-2 – Site Specific Risk Review Checklist
Parsons
Site-Specific Risk Review Checklist
Date: Project or Location:
Risk/Hazard Detail Present Risk/Hazard Detail Present

Employee Exposure Hazardous chemicals ______ Caissons and Caisson or cofferdam
Lead ______ Cofferdams work is required ______
Asbestos ______ __________________ ______
UXO ______ Marine or Over Work on or over water
PCB ______ Water Work is required ______
Airborne contaminants Underwater (diving)
(dust, mists, fumes) ______ work is required ______
Other (specify) ______ __________________ ______
__________________ ______ Process Safety Work is on or adjacent
Confined Space Confined space entry Management to operations involving
is required ______ listed highly hazardous
__________________ ______ chemicals ______
Control of Energy Lockout, blocking, __________________ ______
other controls required ______ Steel Erection Steel erection work
__________________ ______ is required ______
Hazardous Waste Handling, removal or __________________ ______
storage of hazardous Traffic Control Work is on or near
is required ______ highways, road, or
__________________ ______ mass transit ______
Crane Work Mobile cranes ______ __________________ ______
Tandem lifts ______ Personal Protective Work activities or work
Bridge cranes ______ Equipment site requires hearing
protection ______
Derricks ______
Work activities or
__________________ ______
location requires using
Trenching and Trenching and respirators ______
Excavations excavations required ______
Work activities or
__________________ ______ location requires special
Welding and Cutting Acetylene/gas cutting ______ protective clothing ______
Arc welding ______ __________________ ______
Soldering and brazing ______ Public Exposure Work activities or
__________________ ______ location requires
Powered Industrial Forklift training is special precautions
Trucks required ______ to protect the public
Aerial Lifts Hydraulic booms ______ __________________ ______
Scissor lifts ______ Other Exposures Other exposure or
Mobile scaffolding ______ high-risk activities (list)
__________________ ______ __________________ ______
Scaffolding Scaffolding is required ______ __________________ ______
Ladders Portable ladder use __________________ ______
is required ______ __________________ ______
__________________ ______ __________________ ______
Notes:
Reviewed by: Title: Date:

18. RISK MITIGATION PLANNING (TWO-WEEK LOOK-AHEAD)

During weekly progress meetings, all Parsons Superintendents or subcontractors submit written
summaries of upcoming work tasks and associated risks and control measures to the Project
Manager. Superintendents and subcontractor supervisors who attend these progress meetings
discuss the risks of the upcoming work tasks and the planned mitigation measures. The weekly
summaries identify upcoming mobilization or demobilization tasks, audits and inspections,
competent person changes, and training. Subcontractors add activities to these summaries at least
two weeks in advance of the work. (Also refer to Section 19, Activity Hazards Analysis.) Some
common high-risk activities are:
♦ Tandem crane lifts ♦ Excavations greater than 4 feet deep
♦ Hot taps ♦ Highway or street traffic in a work area
♦ Hazardous material handling ♦ Electrical work on or near live circuits
♦ Engineered scaffold systems ♦ Steel erection
♦ Tunnels ♦ Work over water

Project Manager Participates in progress meetings and reviews mitigation plans.
Project Safety Manager Attends progress meetings and reviews mitigation plans.
Construction Manager Attends progress meetings and reviews mitigation plans.
Superintendent/Resident Engineer Conducts progress meetings and reviews mitigation plans.
GBU Safety Manager Establishes risk mitigation requirements for each project.
Sector/Division Manager Ensures that risk mitigation is applied to all sector or division projects.
Corporate Safety Reinforces the need to comply with all established requirements.
18.2 BASICS
Question Answer
Who is responsible for risk mitigation Contractors and subcontractors prepare and submit pre-work risk mitigation planning
planning? documents.
When is the risk mitigation planning At least two weeks before the scheduled work activity.
conducted?
How long is the report? Depending on the scope and risks, this report can be a few to several pages long.
What is required in the risk mitigation Upcoming scope of work risks and hazards, control measures, activity hazard analyses
planning submittal? required, subcontractor mobilization or demobilization, scheduled audits or inspections,
competent person changes or additions, planned orientations and training,
recommendations, comments, concerns, and lessons learned.

Risk Mitigation Planning (Two-week Look-Ahead)
18.3 FORMS
Exhibit 18-1 is a sample form that projects can use to plan risk mitigation strategies at weekly
progress meetings.
Exhibit 18-1 – Risk Mitigation Two-Week Look-Ahead Form
Parsons
Risk Mitigation Two-Week Look-Ahead Form
Safety plan for

week ending: Subcontractor:
Project/
Location: Meeting date:
Plan
Prepared by: Dated:
Next Two Weeks Scope of Work:
Identified Risks/Exposures/Hazards:
Control Measures:
Additional Activity Hazards Analysis Required:
Subcontractors Mobilizing/Demobilizing:
Audit/Inspections Scheduled:
Competent Person Changes:
Planned Orientation/Training:
Recommendations/Comments/Concerns:
Note: This information should be incorporated into the meeting minutes.

19. ACTIVITY HAZARDS ANALYSIS

Activity hazards analyses (AHAs) play a key role in effective risk management. They identify
project activities that present hazards to personnel and equipment and are a key element in
developing methods to eliminate or mitigate
risks. Resident Engineers or Superintendents
conduct or review AHAs at least two weeks The AHA reviews are added to
before a scheduled high-risk work activity. AHA the project schedule as a
reviews appear as milestones on the detailed milestone occurring two weeks
before the related activity begins.
project schedule. Field Supervisors review AHAs
with all employees about to engage in a
hazardous activity.

Project Manager Ensures that AHAs are included on the project schedule and are conducted as planned.
Project Safety Manager Conducts AHA; may perform independent reviews.
Resident Engineer/Superintendent Develops the initial AHA with the Project Safety Manager.
GBU Safety Manager Establishes hazards analysis requirements for a project.
Sector/Division Manager Ensures AHAs are conducted on all projects.
Corporate Safety Reinforces the need to comply with all established project requirements.
19.2 BASICS
Question Answer
Who conducts AHAs? For subcontracted work, subcontractors provide their own AHAs for review; for direct-
hire work, Resident Engineers or Superintendents prepare AHAs.
When are AHAs conducted? As part of the PSP, then reviewed and updated at least two weeks before each
scheduled work activity.
What are AHAs intended to do? Eliminate or mitigate unacceptable risks.
Why are AHAs required if a project AHAs focus on specific hazardous activities shortly before workers begin that activity; a
has a safety training program? safety training program combined with the AHA increase worker safety.
Are standardized AHAs available? PSPs should include a library of standard AHAs for anticipated high-risk activities.
Before an activity begins, the field superintendent tailors the standard AHA as needed.
19.3 LINK TO THE ACTIVITY HAZARDS ANALYSIS CORE PROCESS

The following link provides Parsons’ core process links on activity hazards analysis.
https://livelink.parsons.com/livelink/livelink.exe?func=ll&objId=8602988&objAction=browse&
sort=name
The U.S. Army Corps of Engineers website contains a library of sample AHAs that might be
useful on Parsons projects. The USCOE links is

Activity Hazards Analysis
http://www.swl.usace.army.mil/safety/asaindex.html
19.4 INSTRUCTIONS FOR COMPLETING AN ACTIVITY HAZARDS ANALYSIS

An AHA documents the steps for accomplishing a work activity as well as the actual or potential
hazards of each step, and describes the measures to eliminate or control the hazards. The
Superintendent, Resident engineer, or Project Safety Manager must complete an AHA using the
following guidelines for each work activity involving high-risk hazards that could result in injury
to workers.
1. Identify the principal steps involved and the sequence of work activities
2. Analyze each principal step for potential hazards
3. Develop specific controls for each potential hazard
4. List equipment (including personal protective equipment) to be used in the work activity
5. List inspection requirements for the work activity
6. List training requirements, including hazard communication
19.4.1 SAMPLE QUESTIONS FOR IDENTIFYING HAZARDS AND CONDUCTING

ACTIVITY HAZARDS ANALYSES
Here are some sample questions to aid Project Safety Managers in completing AHAs. This list is
not comprehensive because each jobsite has its own requirements and environmental conditions.
Each site safety office develops additional questions for this list. The person developing the
AHA should also consider taking photographs of the jobsite for a more detailed analysis of the
work environment.
♦ Are materials on the ground/floor that could trip a worker?
♦ Is lighting adequate?
♦ Are there any live electrical hazards at the jobsite?
♦ Do any tools, including hand tools, machines, and equipment need repair?
♦ Is there excessive noise in the work area that could hinder worker communication and
increase the risk of hearing loss?
♦ Is fire protection equipment readily accessible and have employees been trained to use it?
♦ Are emergency exits clearly marked?
♦ Are operators required to have a certificate or a license?
♦ Are trucks or motorized vehicles equipped with brakes, overhead guards, backup signals,
horns, steering gear, and identification, as necessary?
♦ Are employees who operate vehicles and equipment trained and authorized?
♦ Are employees wearing the personal protective equipment required for the jobs they
perform?
♦ Have any employees complained of headaches, breathing problems, dizziness, or strong
odors?
♦ Is ventilation adequate?
♦ Does the job involve entry into a confined space?

♦ Are permits required for hot work, confined space work, or similar work?
♦ Are workers wearing clothing or jewelry that could get caught in machinery?
♦ Are workers provided and trained in the use of personal protective equipment appropriate
to an activity such as hard hat, sturdy footwear, eye protection, hearing protection, and
the like?
♦ Are there fixed objects such as sharp machine edges that could cause injury?
♦ Can workers get caught in or between machinery?
♦ Can reaching over moving machinery or materials injure workers?
♦ Is a worker at any time in an off-balance position?
♦ Is a worker’s position in relation to a machine or equipment potentially dangerous?
♦ Is a worker required to make movements that could cause hand or foot injuries, repetitive
motion injuries, repetitive motion injuries, or strain from lifting?
♦ Can an object come loose and strike the worker?
♦ Do suspended loads or potential energy—compressed springs, hydraulics or jacks—pose
hazards to workers?
♦ Can a worker fall from one level to another?
♦ Can a worker be injured by lifting objects or by carrying heavy objects?
♦ Do environmental hazards—dust, chemicals, radiation, welding rays, heat or excessive
noise—result from performing a job or activity?
♦ Are work positions, machinery, pits or holes, and hazardous operations adequately
guarded?
♦ Are lockout procedures for machinery deactivation used during maintenance procedures?
♦ Is the work flow improperly organized (is a worker required to make movements that are
too rapid)?
♦ How are dust and chemicals dispersed in the air?
♦ What are the sources of noise, radiation, heat, and cold?
♦ What causes a worker to contact sharp surfaces?
♦ Why would a worker be tempted to reach into moving machinery?
19.5 FORMS
Exhibit 19-1 shows completed AHA, and Exhibit 19-2 shows a sample AHA form.

Exhibit 19-1 – Example Completed Activity Hazards Analysis

19-4
Parsons
Page 1 of 2
Project Name & Number: Enterprise Docking Systems AHA No. Date: New:
123456 - 00000 0123 September 1, 20__ Yes
Location: Contractor: Revised:
Spaceport 19, SeaTac Airport, Seattle, Washington Cabin Pressurization Specialists, Inc.
Required Personal Protective Equipment Analysis by: Date:
Hard hats, moon suits, gravity boots, lanyards, work gloves, safety glass w/side shields U. Hura 9-1-00
Superintendent/Competent Person Reviewed by: Date:
J.T. Kirk 9-1-00
Work Operation: Approved by: Date:
Locate and move materials to work area. Competent person P. Manager 9-1-00
required.
Work Activity Potential Hazards Preventive or Corrective Measures Inspection Requirements
Locate and move materials to work Workers “struck by” PPE – Hard Hats, Safety Glasses w/ side shields, Daily inspection of the following
area Strains work boots, work gloves equipment by a competent person:
Slips, Trips and Falls Predetermined path of materials to work area by
workers/equipment operator • Work area
Back-up alarms on material handling equipment • Air compressor

Operator will follow standard hand signals by a • GFCI extension cords
designated signal person • Hand tools
Follow proper material lifting and handling techniques • Material handling
equipment
Use mechanical mean to move materials
Practice good housekeeping in work area
Exhibit 19-1 – Example Completed Activity Hazards Analysis (Contd)

Cut and lay plywood on Wooden Strains Follow proper material lifting and handling techniques Routine follow-up work area
joists and nail down with Pneumatic Eye Injuries Wear safety glasses w/ side shields inspections by Supervisor
Nail Gun Hand lacerations/splinters Wear gloves when handling plywood
Air Tool Hazards Daily Safety Huddle using Daily
Maintain guards on power saws
Safety Planner prior to
Air hoses will be secured with whips to protect from commencing work
accidental hose disconnects from compressor
Workers instructed not to point nailer at any other
worker; or at hands, feet or other body parts
Nail gun will be disconnected when not in use
Workers will wear hearing protection, as needed
Area below working area will be “Danger” flagged off
and workers will be instructed to remain out of flagged
off area
Proper care and maintenance will be performed on
nail gun as required by operator’s manual
Training Requirements
All assigned employees are required to familiarize themselves with the contents of this AHA before starting a work activity and review it with their Supervisor during their Daily
Safety Huddle.

19-5
Exhibit 19-2 – Example Activity Hazards Analysis

19-6
Parsons
Page____ of _____
Project Name & Number: AHA No. Date: New:

Training Requirements:
All assigned employees are required to familiarize themselves with the contents of this AHA before starting a work activity and review it with their Supervisor during their Daily
Safety Huddle.
20. RECURRING FIELD SAFETY MEETINGS/TRAINING

Field safety meetings and training sessions ensure that skills, knowledge, and behavioral
techniques are at a level that can support project goals and objectives. Safety meetings are held
daily and weekly to maintain the focus on safety. Several types of recurring meetings are
required during the field or construction phase of a project.

Project Manager Ensures that all workers participate in daily and weekly training; participates in weekly
toolbox meeting as a trainer or participant.
Project Safety Manager Verifies that training is relevant, is conducted regularly, and is documented; maintains
project files documenting training contents and participants.
Project Human Resources Manager Participates as requested by the Project Manager.
Superintendent/Resident Engineer Ensures that site team receives daily huddles and weekly toolbox training; typically
leads the meetings.
GBU Safety Manager Establishes requirements applicable to the project.
20.2 BASICS
Question Answer
Who is responsible? Construction Managers and Project Managers primarily ensure that all workers receive
daily and weekly training.
What is the format of daily and weekly Instructors begin by informing workers about the topic, then inviting others to comment.
talks? Two-way communication is critical to effective training.
What information is discussed? Weekly talks should address one or more of the hazards to be faced during the week.
Daily discussions focus on each day’s work. Regulatory compliance and expected
behaviors may be discussed, or meetings can communicate lessons learned from a
prior near miss or accident.
When is training conducted? Safety training spans the entire field work period. When possible, training is conducted
at the start of each shift.
Where is the training conducted? Typically, daily and weekly talks are informal, among groups gathered at the work site.
A central meeting place may be used in some cases.
Why is the sign-in sheet required? Employers must train employees on workplace hazards. Instructors submit completed
sign-in sheets to Project Safety Managers, who keep them on file to show compliance
with this training requirement.
How long do safety training sessions Toolbox training is brief, usually 5 to 15 minutes, and daily huddles typically take less
last? than 5 minutes.
Does toolbox training have to be done Toolbox training must be at least once each week; many projects implement a more
weekly? frequent program, with daily toolbox talks.
If a project has daily huddles, are Yes. Daily huddles are less detailed and therefore cannot take the place of toolbox
weekly toolbox talks needed? talks. However, toolbox talks can be held daily in place of huddles.

Recurring Field Safety Meetings/Training
20.3 LINKS TO SAMPLE SAFETY TOPICS

The websites listed here are resources for material for use in required safety meetings. This
material can be used to develop topics that are specific to the work and workers on a project site.
1. http://www.toolboxtopics.com
2. http://www.safetysam.net/toolbox.htm
3. https://www.armorassurance.com/infocenter/tbt
4. https://www.riskandsafetymanagement.com/toolbox%20talks%20weather.html
5. https://www.cagc.org/safety_health/toolbox_talks_list.cfm
2. http://www.cdc.gov.od/ohs/manual/labsfty.htm
Office Safety
1. www.cdc.gov/od/ohs/manual/ofsfty.htm
2. www.pp.okstate.edu/ehs/links/office.htm
Laboratory Safety
1. http://www.osha.gov/SLTC/laboratories
PWeb Safety Sites

1. https://pweb.parsons.com/PWI/Safety/Default.htm
2. PWeb.parsons.com/PARCOMM/Occupational_safety
3. https://pweb.parsons.com/PTG/Safety/001__Safety_Home.htm
4. PWeb.parsons.com/PWI/Safety/default.htm
20.4 OTHER SAFETY MEETINGS

In addition to daily and weekly safety meetings, projects must conduct additional training as
needed. Training may involve monthly, semiannual, or annual safety meetings. The entire project
staff should meet periodically to review safety procedures. Meetings can be scheduled to mark
significant safety milestones. During these meetings, Project Managers, Sector Managers, and
other senior leaders participate and discuss the importance of safety to the company.
Supervisors in the field conduct daily safety huddles with craft employees to review each day’s
work and to remind employees of safe work procedures established for the day’s tasks. Safety
huddles are informal and brief, usually 5 minutes long, and all workers must participate.
Supervisors should always ask for questions before releasing employees for work.
Daily Safety Planners, like the one shown in Exhibit 20-1, enable supervisors and employees to
document safety huddle participation as well as the day’s activities, associated risks, and relevant
control measures. Planners engage employees and improve the effectiveness of the safety huddle
meeting. Supervisors can distribute planners during safety huddles.
If field supervisors use daily planners, employees should complete them each day and show the
planner to a supervisor for signature. This review may be used as an audit of field supervisors or
can provide the foundation for an employee incentive program, with signed cards being eligible
for weekly prizes.

Exhibit 20-1 – Daily Safety Planner, Tri-fold
Toolbox topics are weekly project safety meetings required for all Parsons employees and
subcontractors. These meetings address important safety issues and should be documented by the
instructor with a list of attendees and the topic discussed. An entire project team can receive
toolbox training at once or be divided into groups to focus on the work each group is to perform.
Weekly toolbox topics are usually 5 to 15 minutes long. Instructors present information on a
selected subject, ask for questions and comments from the group. Two-way dialogue is
encouraged because group discussions are usually more effective than lectures and may help
bring new issues to light. Exhibit 20-2 is an example of a topic to be presented at a toolbox
meeting.

Exhibit 20-2 – Example Toolbox Topic
Chain Saws
Chain Saws Present Hazards
Chain saws are a useful piece of equipment, but present hazards that can cause cuts, bruises, and strains. There also is the
danger of fire.
Wear Personal Protection
Wear snug fitting clothes, and be sure you’re not wearing any jewelry that can get caught in the chain. When working in areas
where there may be falling objects, wear a hard hat. Wear safety goggles to protect your eyes from twigs, sawdust, and flying
wood chips. Also wear safety shoes to protect your feet in case you drop the saw or a heavy log on them. Chain saws are
noisy tools, so always wear hearing protection.
Before Starting
Check the saw for loose fittings, proper chain sharpness and tension, loose spark plug, dirty air filter, frayed or worn starting
cord, or a missing or defective muffler. The chain saw will do the best job for you only if it’s properly maintained. A few
minutes checking the saw and correcting nay defective condition is time well spent. Of course, there are some repairs that
are best left to someone experienced in fixing chain saws.
Operation
Check the area to be sure all bystanders are clear of the cutting site. check the material to be cut for nails or wire imbedded
in it. Plan a path of retreat away from the line of fall, so that you can safely and quickly move out of the way. Hold the saw
firmly and away from your body and other obstructions before starting. Don’t allow the chain to touch anything. The best way
to control the saw is by keeping a firm two-handed grip on the handles.
Cutting Hints
Avoid cutting wood directly overhead or at distances away from you that would require you to give up safe control of the saw.
If possible, stand on the opposite side of the tree trunk when trimming felled timber. Then if the saw slips, you have the trunk
between you and the saw. Sometimes branches are under tension. Check for this and position yourself so you won’t be
stuck.
Take care to prevent pinching the guide bar and saw chain. If the saw becomes bound, shut it off. It is preferable to use
wooden wedges instead of metal ones to free the saw, since they minimize damage to the guide bar and chain. Check for
overhead power lines and make sure when the tree falls it won’t hit them. When the tree is ready to fall, idle the saw and call
“timber-r-r” even if you don’t think anyone else is in the area. Play it safe—that’s the smart way! As the tree begins to fall,
shut off the saw and follow your safest path of retreat. Watch for rebound of the tree butt. In an emergency, consider your
own safety above that of the saw or other equipment.
You’ll Learn by Experience
There are many “ins and outs” we haven’t discussed about chain saw that can be gained only by experience. We have
covered the basic “common sense” precautions you should take whether you are using a chain saw at work or at home. If
you follow this advice, you’ll get the job done quickly, easily, and, more important, with a lessened chance of having an
accident.
Safety Recommendations:
Job-Specific Topics:
MSDS Reviewed:
Attended by:
20.5 COMMON FIELD/CONSTRUCTION PROJECT TRAINING

Topics that require employee training during field and construction phases of a project include:
♦ START training for supervisors
♦ OSHA Hazwoper training for hazardous sites
♦ 10-hour or 30-hour OSHA training for all personnel

Exhibit 20-3 represents regulatory and Parsons corporate regulations and requirements applicable
to a project. Based on the most recent risk assessments, Project Managers and Project Safety
Managers update the listed topics periodically. Training and other requirements are updated in
the PSP as required by changes to the exhibit.
Parsons and its subcontractors are individually responsible for training their respective
employees and for complying with all project requirements. Failure to comply could lead to
disciplinary actions against Parsons employees and subcontractors or their employees.
1. General Safety & Health 1926.20 01.A Yes Yes Yes
1910.119
27. Tools 1926.300-307 13.A N/A N/A Yes

Conveyors
SENRAC
Overhead Protection


21. PROJECT MANAGEMENT SITE SAFETY INSPECTIONS

Safety inspections involve a daily or weekly walkaround of a project site that focuses on safety.
Project Managers conduct safety inspections, accompanied by Safety Managers as necessary.
These walkarounds identify and correct unsafe acts and conditions, as well as safe work practices
and accomplishments.
Daily walkarounds do not have to be
documented, but once each week the Project Whenever possible, visiting
Manager prepares an inspection report and managers should participate in
safety walkarounds.
forwards it to the Project Safety Manager to be
retained in the project files.

Project Manager Daily or weekly walkarounds.
Project Safety Manager Accompanies Project Manager to provide safety expertise, as necessary.
Resident Engineer/Superintendent When a Project Manager is not available, performs daily or weekly walkarounds.
GBU Safety Manager Establishes safety inspection requirement for the project.
Sector/Division Manager If visiting the site, schedules time for a site walkaround.
21.2 BASICS
Question Answer
Who is responsible for the site walk Project Managers are responsible and accountable for ensuring that they or their staff
process? conduct routine site walkarounds at least weekly.
When are site walks conducted? No less frequently than weekly.
Is documentation required? Project Managers or Safety Managers should take notes to document weekly safety
inspections; unsafe conditions and corrective actions should be formally documented.
At least once each week, Project Managers should prepare an inspection report for the
project files.
21.3 SAFETY INSPECTION CHECKLIST

The Project Manager or Project Safety Manager should develop standard safety checklists
appropriate to the work being performed. Exhibit 21-1 is an example of a simple checklist
Project Managers can use to evaluate a project’s safety status. The Project Manager should
develop a checklist based on questions from the audit programs in Appendix B of this manual.
Nonconformances must be immediately corrected by the responsible party. Exhibit 21-2 is a
form that can be used to notify subcontractors of nonconformance issues.

Project Management Site Safety Inspections
Project or Construction Managers also must inspect their projects to determine the safety
performance of field supervisors. Exhibit 21-3 is a form typically used to evaluate performance
of individual field supervisors. A similar system should be regularly used on field projects to
measure supervisory performance and to provide feedback. Exhibit 21-3 can be easily modified
to create an incentive program, with supervisors scoring above a certain level becoming eligible
for a drawing.
Exhibit 21-4 includes a list of expectations of a Parsons Project Manager. This list is typical of
the checklist that sector, division, GBU, and corporate management will use to inspect and
evaluate a project’s overall safety systems performance. Project Managers should also use this
list to self-assess and measure safety performance.

Exhibit 21-1 – Supervisor, Resident Engineer, Inspector Daily Checklist
Parsons
Supervisor, Resident Engineer, Inspector Daily Checklist
Project: Date:
Name: Time:
Any items that have been found deficient must be corrected before work or use.
This checklist includes, but is not limited to, the following:
Yes No
Safe Access and Workspace
Are safe access and adequate space for movement available for:
Emergencies
Work area
Walkways and passageways
Are ladders, stairways, and elevators properly located and functioning?
Is protection provided for floor and roof openings?
Is overhead protection provided for all areas of exposure?
Is lighting adequate?
Planning Work for Safety
Are employees provided with all required protective equipment?
Have other contractors and trades been coordinated with to prevent congestion and avoid hazards?
Is all temporary flooring, safety nets, and scaffolding provided where required?
Utilities and Services Identification
High voltage lines
Have all been identified by signs?
Have high voltage lines been moved or de-energized, or barriers erected to prevent employee contact?
Sanitary Facilities
Drinking water
Are toilet facilities adequate?
Work Procedures – Materials Handling
Is material handling space adequate?
Is material handling equipment adequate and proper?
Is material handling equipment in good condition?
Other (e.g., tunnels, excavations, shafts)
Comments:

Exhibit 21-2 – Notice of Subcontractor Violation of Safety and Health Regulations
Parsons
Notice of Subcontractor Violation
of Safety and Health Regulations
Date:
Contractor Name:
Address:
Attention:
This letter officially notifies you that you have been found to be in violation of the following Safety Regulations:
on (date) ____________________, by .
Personal Protective
Confined Space Entry Lockout/Tagout Hot Work Equipment
Knowledge of the Awareness of warning
environment alarms Evacuation routes Back-up Alarms
Environmental/Hazardous
Assembly locations Fall Protection Scaffolding Material Storage
Trenching Safe Work Practices Security Practices
Other:
This/These violations occurred at the following locations:
at the following times______________________________ and dates

The name of the employees was/were

Exhibit 21-2 – Notice of Subcontractor Violation of Safety and Health Regulations (Contd)
Parsons
Notice of Noncompliance with Safety and Health Regulations
Under conditions of this enforcement procedure check all items that apply:
_____ 1. You are being notified of this violation and should take corrective action to prevent a reoccurrence. The corrective
action shall be documented to the Parsons Construction Management representative immediately.
_____ 2. You must submit a plan for compliance to your Parsons Construction Management representative and the
Construction Safety Manager within two days of receipt of this letter. The compliance plan must include the means
or methods of compliance and the date that the requirements for compliance will be completed. Once compliance
has been achieved, a follow up letter must be sent to the Parsons Construction Management representative and
Construction Safety Manager. Failure to comply will result in disciplinary action against your Company.
_____ 3. You are required to review the stated procedures with your Parsons Construction Management representative.
Work may not commence on the site until the review is complete and the Subcontractor responds formally that the
procedure is understood and will comply.
Work may not commence on the site until the review is complete and you must confirm formally the disciplinary
action to be taken against the supervisor and employees.
_____ 5. All work on the site will stop until the Parsons Construction Management representative reviews all the facts with
the Subcontractor and determines if the contract between the parties will be terminated.
Sincerely,
___________________________
Parsons Representative
cc: Issuing Construction Manager Representative

Job File
GBU Safety Manager
Project Manager

Exhibit 21-3 – Field Supervisor Safety Performance Evaluation
Parsons
Field Supervisor Safety Performance Evaluation
1. New Employee Orientation/Training ................................................................................................................................. 10 pts
Each employee must receive training on site-specific hazards and procedures on the first day of work. For current
employees, training should be conducted the first day after this program is established. Training must also include
procedures for reporting all incidents and hazards. (Employees must sign forms stating that they have been trained.
2 points are deducted for every form that is not submitted to the Safety Manager within two days of hire.)
2. Daily Safety Huddle........................................................................................................................................................... 10 pts
Every shift begins with a huddle of all workers under your supervision. Review the work to be performed during the
shift. Identify the hazards involved and ask everyone to stay focused, use their protective equipment and perform all
work safely. (Spot checks are conducted to ensure that the talks occur. 2 points are deducted for each day that
huddles are not conducted.)
3. Weekly Toolbox Talks ....................................................................................................................................................... 10 pts
A toolbox talk must be completed once each week. Each employee must sign a sign-in sheet which describes the topic
discussed. Topics and sign-in sheets can be provided by the Safety Manager. (Sign-in sheets must be submitted to the
Safety Manager each week. 5 points are deducted for weeks in which no sign-in sheet is received.)
4. Weekly Safety Inspections ................................................................................................................................................ 10 pts
A weekly inspection is performed using the checklist provided by the Safety Manager. (Signed, completed checklists
are submitted to the Safety Manager weekly. 5 points are deducted for weeks in which no checklist is received.)
5. Personal Protective Equipment......................................................................................................................................... 10 pts
Each worker under your supervision must wear the personal protective equipment (PPE) required at all times. (Spot
checks are performed to ensure compliance. 1 point is deducted for every violation.)
6. Housekeeping ................................................................................................................................................................... 10 pts
Work areas must be kept tidy and clear of all obstructions, tripping hazards, scrap, etc. (Spot checks are performed to
ensure compliance. 1 point is deducted for every violation.)
7. Safety Enforcement........................................................................................................................................................... 10 pts
Each employee is subject to following Parsons’ safety program requirements. A violation notice must be issued to the
employee for any violations. (Spot checks are performed to ensure compliance. 1 point is deducted for every violation.)
8. Report All Incidents .......................................................................................................................................................... 10 pts
All accidents must be reported to the Safety Manager within one hour. (2 points are deducted for each late report.
Reports over two days late receive a 5-point deduction.)
9. Meet Safety Goals............................................................................................................................................................. 20 pts
The work is conducted without injury. (5 points are deducted for a recordable incident. 20 points are deducted for a
incident with days away from work.)
Evaluation Results
Scores are tabulated each month.
• 90-100 pts – Meets expectations
• 80-89 pts – Minor improvements required
• 70-79 pts – Warning/written reprimand
• Below 70 – Unsatisfactory/loss of supervisory duties

Exhibit 21-4 – Project Manager Expectations
Parsons
Project Manager Expectations
1. Start-up Planning
• Prepare project hazard/risk analysis 8. Ongoing Safety Training/Awareness
• Budget for qualified safety oversight • Maintain safety billboards at project sites
• Budget for safety training, incentives, etc. • Hold regular safety meetings
• Establish challenging safety goals • Implement job specific training as needed
2. Lead by Example 9. Subcontractor/Craft Labor Management
• Personally set the standard for attitude and • Include meaningful safety specs in RFPs
behavior • Establish qualification program
• Act safely at all times • Require craft to be trained before arrival
• Praise safe behavior and apply discipline fairly • Require/review subcontractor safety program
3. New Employee Orientation/Training • Audit subcontractor safety practices
• Lead supervisory responsibility and authority 10. Report and Investigate All Incidents
• START and Zero Injury Techniques • Report all incidents including near misses
• Job/site specific hazards/procedures • Secure site and photograph immediately
• Hazard and incident reporting procedures • Coordinate investigation with Company Safety
4. Activity Hazard Analysis Manager
• Prepared for all significant tasks • Review, approve and understand monthly
• Always reviewed prior to task execution statistics
5. Safety Audits 11. Incentive Programs to Recognize Safe Behavior
• Monthly in office, weekly in field • Encourage immediate recognition of safe
• System to track corrective actions behavior
6. Personal Protective Equipment • Include safety component in any incentive
• Identify equipment and training requirements programs
12. Alcohol/Substance Abuse Program
• Develop inspection and maintenance plan
7. Housekeeping • 100% Pre-employment screening of employees
and subcontractors
• Work areas kept tidy
• Post-incident screening required for all incidents
• Clearly defined standards
13. Establish and Meet Safety Goals
• Accident rates
• Insurance losses
• Zero regulatory violations or fines

TESTING, COMMISSIONING, OPERATIONS, AND

DECOMMISSIONING PHASE
Testing, startup, and commissioning is under development and will be released in early 2005.

CLOSEOUT PHASE
As with startup and administration, every project eventually closes out. From a safety
perspective, contract closeout is the last opportunity to learn from experience gained on a project.
Project Managers must be sure to complete a project safety report during closeout to ensure that
this opportunity is not lost.
The two work elements of this phase are shown below, followed by a Project Manager checklist.

22. LESSONS LEARNED AND FINAL SAFETY REPORT

During closeout, Project Managers develop a final safety report to summarize the project’s safety
aspects. This report may either be included as a section of the overall final project report or a
stand-alone document. Final safety reports include an overview of the project safety program, the
financial and statistical performance of safety, medical monitoring, and safety lessons learned.
All construction or field projects with five or more FTEs in the field require a final safety report.
The GBU Safety Manager may also require a final safety report from other projects as
appropriate.
Parsons has gained significant value from documenting the lessons learned on its projects.
Therefore, the project team must capture, document, and disseminate lessons learned throughout
the life of a project. The Project Manager submits a formal safety lessons learned report to the
Sector Manager, Division Manager, GBU
QA/QC Manager, and GBU Safety Manager
The project team must capture,
before a project is demobilized. A typical document, and disseminate lessons
table of contents for the final safety report, learned throughout a project.
which includes a section for lessons learned,
appears at the end of this section.

Project Manager Ensures that a comprehensive final safety report is developed and issued.
Project Safety Manager Leads in developing the final safety report.
Project Human Resources Manager Helps develop the final safety report.
Resident Engineer/Superintendent Helps develop the final safety report.
GBU Safety Manager Communicates lessons throughout the GBU and maintains records archive.
GBU Quality Control Manager Reviews and comments upon the final product.
Sector/Division Manager Ensures document completion, reviews lessons, and communicates to staff.
Corporate Safety Compiles and analyzes lessons learned from throughout the Corporation; develops or
revises Corporate policy as appropriate to reflect the lessons.
22.2 BASICS
Question Answer
What is the final report? A summary report providing an overview of the project from the perspective of health
and safety.
What is the format of the final safety A mix of narrative, tables, charts, and statistics with major sections for project health
report? and safety program, safety budget and financial performance, workers compensation
costs, safety statistics, OSHA records, medical monitoring, and lessons learned.
Is the PSP to be included in detail? Yes, a copy of the PSP is typically appended to the final report.
What OSHA records are required? Copies of all OSHA-required reports (200, 300, 301, and the like) should be included;
records of any OSHA inspections should also be included.
What about other reporting agencies? The final report includes copies of official reports submitted to regulatory agencies.

Lessons Learned and Final Safety Report
Question Answer
What financial information is Financial information including budgeted and actual (estimated if exact figures are not
required? available) amounts for all major safety elements including cost of safety staff, personal
protective equipment, training, awareness, and incentives.
Who receives copies of the final GBU Safety Managers should receive a complete copy, and the GBU QA, Sector, and
report? Division Managers should receive a copy without appendices.
Which projects require a final safety All construction/field projects having five or more FTEs in the field, as well as any
report? projects the GBU Safety Manager determines should produce a final safety report.
How are lessons learned established? Project Managers draft a list of lessons that could apply to a large number of Parsons
projects and various project team members brainstorm to add to the list; lessons
should highlight successes as well as common failures.
22.3 EXAMPLE FINAL SAFETY REPORT TABLE OF CONTENTS

♦ Project Safety Overview
Safety Goals and Performance
Safety Programs
Budget and Actual Costs
♦ Programs and Implementation
Training
Primary Safety Programs
♦ Safety Organization
Labor-Management Safety Committee
Parsons Team
♦ First Aid and Injury Management
♦ Safety, Health and Risk Management Program Reviews
♦ OSHA and other Regulatory Visits
♦ Audits
♦ Safety Meetings
♦ Safety Incentives and Recognition
♦ Subcontractor Selection and Performance
♦ Lessons Learned
♦ Attachments
Project Safety Plan
Safety Performance Summary
Injury/First Aid Logs
Injury Analysis
Recordable Incident Rate charts
Activity Hazards Analyses
Safety Training Attendance Logs
Audit Records
Subcontractor Safety Performance, Rates, and Recommendations

23. RECORDS RETENTION

A host of regulations govern the retention of project health and safety records. The Project
Manager must establish a records storage and retention program. Because many of these records
are confidential, Project Managers must
appoint a records custodian at the
beginning of a project. The records The records custodian is the only staff
custodian is the only staff member member authorized to assemble, file,
authorized to assemble, file, record, and record, and maintain confidential
maintain confidential employee safety employee safety and health records.
and health records. Project Safety
Managers are generally assigned this
custodianship.
At project closure, records custodians arrange with the Facilities Department to ship and store
project health and safety records.

Project Manager Names a project records custodian and ensures that final records archiving is in the project budget.
Project Safety Manager Typically serves as the records custodian.
Project Human Resources Serves as the records custodian in the absence of a Project Safety Manager.
Manager
Project Quality Control Audits to confirm that an adequate records retention procedure is in place.
Manager
Records Custodian Establishes procedures to obtain, secure, store, and transfer confidential health and safety
documentation.
GBU Safety Manager Reviews records retention procedures to ensure adequacy and compliance.
Sector/Division Manager Ensures that resources and procedures are in place to comply with records retention requirements
through project closeout.
Corporate Safety Works with the Legal Department to establish and communicate records retention requirements.
23.2 BASICS
Question Answer
Who is responsible? The Project Manager appoints a records custodian and implements a comprehensive records
storage and retention plan.
When is the process The records retention plan is established at the start of a project and is ongoing throughout the job;
initiated? the archival process begins during project closeout.
What records should be Medical monitoring records, training records (materials and attendance), near miss and accident
retained? reports, lead and asbestos records, lists of chemicals used, safety suggestions and audit findings,
corrective actions, industrial hygiene monitoring reports (exposure levels and similar reports).
Where are the records Most records are sent to Pasadena for long-term storage; in some cases, Facilities may require
archived? that a records storage facility near the project be used.

Records Retention
Question Answer
How long do we keep the According to Corporate Legal Department policy, how long records are kept depends on the type of
records? document; if the policy does not cover a particular document, safety and medical records should be
held for 30 years.
Where is the Corporate On PWeb, under Policies
policy located? https://pweb.parsons.com/Policy/Search_for_a_Policy/_policies_search.htm?field=mnu0
Corporate Safety Management Instruction MI-0001 also addresses this topic.

APPENDIX A – MODEL HEALTH & SAFETY PLANS

APPENDIX A1 MODEL PROJECT SAFETY PROGRAM (PSP).................................................A1-1
APPENDIX A2 MODEL SUBCONTRACTOR SAFETY PLAN (SSP)...........................................A2-1
APPENDIX A3 MODEL DESIGN/OFFICE SAFETY PLAN (DOSP)...........................................A3-1
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Appendix A – Model Health & Safety Plans
A-2 V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD \APPEND-A1.DOC 9/21/2004

APPENDIX A1 MODEL PROJECT SAFETY PLAN (PSP)

Preface: How to Use this Document to Prepare Your Project Safety Plan (PSP)
(Text in red italics is explanatory and should not be included in a published PSP.)
YOUR MODEL PSP

The acronym PSP represents either the Project Safety Plan or the Project Safety Program.
The Plan generally lacks specific detail, whereas the Program includes specifics. Write all
instructions in the present tense because you are describing what the performer of the
procedure or directions is doing at the moment. Most descriptions of policy deal with
something that is always true or must be done in every case or should be done only in a
special case. In these instances, state the policy in the present tense.
This sample document can be used as a template for a PSP. It includes blanks, TBDs, or
other placeholders to show appropriate detail. The Project Manager must update this sample
PSP with project specific details before it becomes the project’s PSP.
A program can be issued with some items remaining TBD, particularly elements that are not
relevant until a future phase of work. The Project Manager must maintain and update the
PSP as a living document that reflects changes in personnel, hazards, or strategies.
Note: Project Safety Program, Project Safety and Health Program, and Project Health and
Safety Program are interchangeable titles for the same basic document, depending on
the client’s preferred nomenclature.
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Appendix A1 – Model Project Safety Plan (PSP)
SECTION 1 – INTRODUCTION
1.1 PARSONS WORKPLACE HEALTH & SAFETY POLICY

Exhibit 1-1 – Parsons Workplace Health and Safety Policy
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1.2 THE PROJECT SAFETY PLAN/PROGRAM

Parsons goal is zero accidents and zero injuries with work tasks designed to minimize or
eliminate hazards to personnel, process, equipment, and the general public. No employees should
ever perform tasks that may endanger their own safety and health or that of others.
This Project Safety Plan/Program (PSP) outlines safety and health requirements and guidelines
developed by Parsons for project work. When implemented, these requirements will help protect
site personnel, visitors, and the public from exposure to potential safety and health hazards.
This model plan should be updated as conditions change or situations change, usually by
addenda to the model plan. All Parsons and subcontractor personnel must understand and
implement the PSP and any addenda. Parsons documents this by having employees sign an
acknowledgement form stating that they understand the plan and its requirements.
1.3 SUBCONTRACTOR SAFETY PLANS

Subcontractors must establish a safety program for their work and employees. Contract
specifications require all subcontractors to accept Parsons PSP and prepare their own PSP for
presentation to Parsons Project Manager at least 10 days before site mobilization. At a minimum,
subcontractor safety and health plans must meet the requirements of this model PSP and provide
safety equipment and safeguards suitable for the hazards involved. This model PSP may not
cover all potential hazards on every project and subcontractors must ensure that appropriate
safety and health information is available for all project tasks.
All PSP requirements for Parsons personnel (e.g., training, substance abuse screening, and
incident reporting) also apply to subcontractor personnel and should be spelled out in the
subcontractor’s safety plan.

SECTION 2 – SCOPE OF WORK
2.1 SCOPE OF WORK

Parsons, in their contracted role with Owner _________________ is providing
_____________________________ services for the work as specified in the Contract #______.
(Insert specific contract responsibilities, i.e., program management/construction
management/design-build/general contracting.)
Sample Project Description – Describe the work, including the type of project/facility/site and
the services included in Parsons’ contract (including services that Parsons will subcontract to
others).
2.2 PROJECT SAFETY PLAN APPLICATION

This safety program and referenced documents applies to all locations, facilities, operations, and
projects associated with contract work performed by Parsons and its subcontractors.
Locations/sites covered under this contract include _____insert specific locations____

SECTION 3 – PROJECT SAFETY M ANAGEMENT

RESPONSIBILITIES AND AUTHORITY
3.1 SAFETY RESPONSIBILITY MATRIX

Exhibit 3-1 summarizes the responsibilities of selected roles related to the primary safety
activities identified in the PSP.

Exhibit 3-1 – Roles and Responsibilities

SECTION 4 – ADMINISTRATIVE PHASE

Administrative phase elements apply to all projects, from minor studies to large-scale
construction and remediation projects, and to all phases (design, construction, operations) of
each project.
4.1 PROJECT SAFETY COMMITTEE

The project must have a safety committee that includes representation from all project
stakeholders. (See SHARP Management Manual Section 9 for further details). The Safety
Committee meets on the first Wednesday of each month at times and locations to be determined
and posted by the chairperson on the safety billboard at least one week in advance.
For calendar year 200X, safety committee members are as follows:
• Chairperson – Jane Doe, x 1234

• Jane Doe, x 1234
Charter of the Safety Committee: The safety committee represents the mutual interests of all
project participants in completing the work with zero injuries. The committee meets monthly to
consider incentive programs, recent near misses or injuries, potential unsafe conditions, training
programs, safety awareness, audit results, and related issues. The committee advises the Project
Manager, who retains sole decision- making authority.
The committee consists of equal numbers of exempt and nonexempt employees: the Project
Manager appoints the exempt members while project staff members vote to elect the latter.
Committee members serve for one year and may serve two consecutive terms.
The chairperson schedules monthly meetings, develops the agenda, and displays meeting
minutes on the safety bulletin board. Employees may submit suggestions and topics for
discussion to the chairperson at any time.
4.2 EMPLOYEE ORIENTATION

The Human Resources department has a comprehensive employee orientation program and
annual refresher. The Safety Manager helps to develop the safety section of the orientation and
meets with new employees to review site procedures and requirements. Topics covered include:
• Safety roles and responsibilities
• PSP overview
• Project rules and disciplinary policies
• Reporting incidents and unsafe conditions
• Hazards communication
• Emergency/evacuation plans

All new employees, both new hires and transfers, on a project must attend the orientation
program on their first day and sign an acknowledgment form indicating they attended and
understood the orientation. Any employee who is unsure of any information presented in the
orientation must request clarification. Employees who do not participate in the orientation or
refuse to sign the acknowledgment cannot work on site.
4.3 AWARENESS CAMPAIGN

The project has established an awareness program consistent with the Parsons safety awareness
campaign and its various elements (e.g., signs, posters, banners, and focus briefings). This
program promotes employee awareness of safety goals and daily risks, hazards, and exposures in
the field. In addition to topics selected by corporate safety each month, the project will
supplement the awareness program with information specifically applicable to the scope of work.
Safety bulletin boards maintained by the Project Safety Manager are primary information points
for the project awareness campaign. Bulletin boards are located at _______ and _________.
The Project Safety Manager may also provide training, presentations, or informational materials
as part of the awareness campaign. (See SHARP Management Manual Section 6 for details.)
4.4 STAKEHOLDER PSP ALIGNMENT MEETING

A stakeholder PSP alignment meeting must be held. The following representatives attended the
meeting held on ____________:
1. Name, title, and affiliation
Parsons presented the PSP and all stakeholders concurred with the approach outlined in the plan.
The meeting also included a review of stakeholder roles and responsibilities and elements of
control appropriate to project risks.
Participants should gain a clear understanding of roles and responsibilities. Meeting
participants represent the project, the client, and organized labor (where applicable). For large
or high-risk projects, the sector or division manager may participate in this meeting. (See
SHARP Management Manual Section 5 for details.)
4.5 TRAINING
The project has a comprehensive health and safety training program tailored to the scope of
work. All employees receive a general safety orientation upon assignment to the project. All
office-based employees or field employees who spend a significant portion of their time in an
office or trailer also receive specialized office training, including the following topics:

• Proper lifting techniques

• Ergonomics
• Housekeeping
• Common office hazards
• Office emergencies
• Other relevant topics
Field-based employees and office employees who spend a significant portion of their time in the
field also receive field training as described in Section 7 of this PSP.
4.6 AUDITS AND INSPECTIONS

The Project Safety Manager has implemented an audit and inspection program in conjunction
with the GBU and corporate safety and quality assurance departments. The Project Manager,
together with the Project Safety Manager, conducts safety inspections each month. Office work
areas (including trailers) are audited according to the corporate office audit standard attached
below.
Additional information on audits and inspections during construction is detailed in Section 6.5 of
this PSP.
(Attach Copy of Standard Office Audit Protocol)
4.7 MEETINGS
All project meetings of five or more people must begin with a safety topic. The meeting
chairperson may present the safety topic or ask for a volunteer to open the discussion. In general,
these “safety moments” are only one or two minutes lo ng and are directly relevant to the work at
hand or applicable to most employees outside the workplace.
Monthly safety meetings are held with all hands to review critical safety procedures, discuss
safety incidents, and celebrate safety milestones. The Project Manager announces the time and
schedule of these meetings at least on week in advance.
4.8 MEASUREMENT AND REPORTING

4.8.1 Emergencies
To accurately measure performance and comply with corporate and regulatory requirements,
Parsons and its subcontractors have an emergency communications system to contact the
following on-site offices for the events listed below:
All incidents Construction Management (x1234)
Hazardous material exposures Environmental (x1234)
Fires/explosions Fire (x1234)
Medical emergencies First Aid/Medical (x1234)
Site/industrial security Security (x1234)

4.8.2 Measurement
The Safety Manager and Quality Manager establish a measurement system to provide indicators
of safety performance, including the following metrics:
• Consecutive days without a recordable incident

• Consecutive days without a days-away-from-work incident
• Recordable incident rate
• Days-away-from-work incident rate
• Number of monthly audit findings
4.8.3 Incident Reporting

Employees involved in or witnessing an injury or near miss must immediately report it to the
responsible supervisor or foreman, who in turn immediately relays the report to Parsons Project
Safety Manager, John Doe x 1234. Near misses that could cause significant injury or loss of life
must also be immediately reported in the same manner. No supervisor may decline to accept or
relay a report of injury or significant near miss from a subordinate.
The Project Manager must ensure that all incidents are reported to the GBU Safety Manager and
other management personnel (as required) within four hours. The Project Safety Manager (who
has been trained on Parsons’ reporting requirements and Online Safety Reporting System) then
prepares and submits the injury reports.
The Project Safety Manager must notify the local OSHA office immediately if an accident
involves the death of an employee or hospitalization of three or more workers.
Subcontractors must submit a monthly report of exposure hours (hours worked on the project,
paid or unpaid) to the Parsons Project Manager within four days after the end of each month. The
Project Manager compiles the figures and submits them via the online safety reporting system by
the first Friday of each month. Where necessary, estimated figures are acceptable.
4.9 INCIDENT INVESTIGATIONS

All accidents and significant near misses are investigated by an individual or team with training
in accident investigation and root cause analysis. Subcontractors must investigate incidents
involving their employees or activities and submit an investigation report to the Parsons Project
Manager within 48 hours of an incident.
In Parsons, the GBU Safety Manager investigates or assigns an investigator to each significant
incident. The investigator submits a final investigation report using the online safety reporting
system within 72 hours of the incident. The Project Safety Manager maintains the investigation
file.
4.10 RESPONSIBILITY/IDENTIFICATION OF KEY LINE PERSONNEL

Project/Office: ______________________________________________________________________
Address: ______________________________________________________________________
Telephone Fax Email
(XXX) XXX-XXXX (XXX) XXX-XXXX ____________________________________________

Company Executive responsible for project Contact No.

____________________________________________ ____________________________________________
Project Manager/Superintendent Contact No.
____________________________________________ ____________________________________________
Safety Manager Contact No.
____________________________________________ ____________________________________________
Resident Engineer/Lead Inspectors Contact No.
____________________________________________ ____________________________________________
____________________________________________ ____________________________________________
Client Project Management POC Contact No.
____________________________________________ ____________________________________________
These personnel have the authority and responsibility for implementing the provisions of this
program.
4.11 MEDICAL REQUIREMENTS AND WORKERS COMPENSATION

In accordance with corporate requirements the Project Safety Manager (or the GBU Safety
Manager) has established and implemented the following medical requirements for the project:
4.11.1 Functional Capacities Exams (FCEs)

FCEs are required for the following positions:
• Position 1 TBD
• Position 2 TBD
• Position 3 TBD
• Position 4 TBD
FCEs are conducted by medical provider name, phone, and location.
4.11.2 Substance Abuse Tests

The Human Resources department administers required substance abuse tests. A link to the
corporate policy follows:
https://livelink.parsons.com/livelink/livelink.exe/Substance_Abuse.doc?func=doc.Fetch&nodeId
=2471927&vernum=6&docTitle=Substance+Abuse%2Edoc
4.11.3 On-site Medical Services and Panel of Physicians

Parsons workers compensation analyst establishes a panel of medical providers for the project
and selects medical facilities to treat work-related injuries and illnesses, as follows:
• Site 1 TBD – Facility Name and Location TBD


4.11.4 Emergency Medical Response

The project displays posters with emergency telephone numbers and locations of facilities in
visible locations and at selected phone locations throughout the project area (including
subcontractor facilities).
• Hospital name and number TBD (consistent with selected medical treatment facilities)
• Physician name and number TBD (consistent with selected medical treatment facilities)
• Police department name and number TBD
• Fire department name and number TBD
• Emergency medical services name and number TBD
4.11.5 Workers Compensation Program

The corporate risk management department establishes the appropriate workers compensation
carrier. If a workers compensation loss occurs, the Corporate Workers Compensation Analyst
(Donna Miller, 661-904-0978) handles all communication with the carrier.
This project does NOT participate in an OCIP or project-specific insurance program. The
workers compensation policy covering Parsons employees on this project is as follows:
WC carrier name, address and policy number
4.11.6 Medical Monitoring

Potential health hazards associated with this project require implementation of the following
medical monitoring:
Labor Classification Monitor For Comments
All employees Hearing Pre-employment, annual, and exit

exams
__________ __________-- _________--
__________ __________ _________
Name, Project Safety Manager, (123) 123-4567 administers the medical monitoring program.

SECTION 5 – PRECONSTRUCTION PHASE

This phase applies to projects with a construction or field component. Activities described in this
phase typically occur before actual construction of the related elements begins.
5.1 RISK ANALYSIS AND SAFETY SPECIFICATION DEVELOPMENT

Procurement procedures require that a site-specific risk analysis be conducted before issuance of
construction RFPs. Using the prebid risk analysis checklist (attached), the Project Manager
Leads this analysis, which documents existing exposures that may impact the work, surrounding
facilities, equipment, workers, or the public at large. The analysis includes locating,
documenting, and photographing items such as:
• Overhead and underground power lines
• Sewer and water utilities
• Existing building interferences
• Crane access ways
• Traffic
• Security
• Fences
• Water hazards
• Existing geographical and environmental conditions
• Confined spaces
Upon completion of the site risk analysis, high-risk activities are listed in the RFPs (as
applicable), and bidders must describe controls and mitigation strategies in their proposals. The
RFP notes that the list is representative and that the selected contractor must identify and control
all work-related hazards. The Project’s standard safety specifications are given below.
(See SHARP Management Manual Section 13 for details.) Attach the prebid risk analysis
checklist and specifications.
5.3 DESIGN AND CONSTRUCTABILITY REVIEW

Periodic constructability reviews are held in accordance with the project management plan. The
Project Safety Manager participates in the review to ensure that safety issues are adequately
addressed. During the constructability review, the discussion focuses on how work is sequenced,
interferences with continuing operations, and safe work approaches. Specific activity hazards
analyses conducted before the scheduled work can mitigate identified/presumed risks.
Constructability reviews are scheduled as follows:
• TBD% Review – date TBD

5.5 PREBID M EETING

Prebid meetings are required to ensure that bidders understand the RFP, including expectations
for safety and health performance. During the prebid meeting, the Project Manager uses the
preconstruction meeting checklist (Exhibit 5-1) to review project safety philosophy, principles,
and Parsons requirements with all prospective bidders. Although this information is included in
the RFP, the meeting reinforces the message.
5.6 SUBCONTRACTOR PREQUALIFICATION REVIEW – OPTIONAL

Project procurement procedures require that all subcontractors submit prequalification
documentation for evaluation. The Project Manager or Project Safety Manager conducts the
safety prequalification evaluation in accordance with the attached Parsons subcontractor
prequalification process and form (Exhibit 5-2).
5.7 PRECONSTRUCTION MEETING

The Project Manager or Construction Manager holds a preconstruction meeting before the
subcontractor begins work. The meeting includes subcontractor representatives, Parsons Project
Manager, contracts manager, and representatives from all construction disciplines, including
safety. During the safety review, the meeting participants review specific safety site/area, prebid
risk analysis, and competent person and site-specific safety plan requirements. In addition, the
Project Manager obtains a safety point of contact and emergency management information. The
attached preconstruction meeting safety checklist (Exhibit 5-1) by the Project Manager to
document the meeting.
See SHARP Management Manual Section 13 for further detail
5.8 COMPETENT PERSON SUBMISSION REVIEW

Parsons and its subcontractors must identify OSHA-regulated and certified competent persons
for work or tasks requiring that level of supervision. The supervisor of the competent person
must certify in writing the specific competencies of the named competent person.
The supervisor and competent person sign and submit the attached Parsons competent person
document to the Parsons Project Manager (see Section 16 of this SHARP Management Manual).

Exhibit 5-1 – Standard Preconstruction Meeting Checklist

PARSONS

Phone: Phone:

Rep: Manager:
Phone: Phone:
Other

Exhibit 5-2 – Subcontractor Prequalification Scorecard

Parsons
Subcontractor Qualification Scorecard
HEALTH and SAFETY
Please answer the following questions.

1. ___ Yes ___ No Do you have a written safety program? If yes, provide a copy of the table of contents and a
copy of your firm’s policy statement.
2. ___ Yes ___ No Do your safety procedures comply with government agency requirements? If yes, provide
name of agency/agencies.
3. ___ Yes ___ No Do you require and use site-specific safety plans?
4. ___ Yes ___ No Does your worker’s compensation carrier provide site audits on a regular basis?
5. ___ Yes ___ No Does your company have a written drug/substance abuse policy?
6. ___ Yes ___ No Do you have an orientation program for new hires?
7. ___ Yes ___ No If you have an orientation program for new hires, does it include subcontractors?
8. ___ Yes ___ No Do you require subcontractors to submit safety plans?
9. ___ Yes ___ No Do you hold site safety meetings for field supervisors?
10. ___ Yes ___ No Do you hold craft toolbox safety meetings?
11. ___ Yes ___ No Have you been inspected by OSHA or received any OSHA citations in the past 3 years? If
yes, provide an attachment describing the outcome of the inspection along with copies of
citations received. Provide a description of the actions taken to abate the citations as an
attachment to this application. Respond to any open citations shown on the OSHA website
(www.osha.gov).
12. Identify below by name, phone number, and title the person in your firm directly responsible for the firm’s Safety
Program management and attach a copy of his or her resume to this application.

Exhibit 5-2 – Subcontractor Prequalification Scorecard (Contd)
13. How do you conduct project safety inspections, and how often are they performed?
14. Describe your firm’s program to motivate, encourage, and monitor safe work performance.
OSHA INFORMATION:
*Please use your OSHA 200 Log and/or 300 Log to fill in the Total employee hours worked in the last 3 years (do not
number of injuries and illnesses for the last 3 years include any non-work time, even though paid)
Year Hours (B)
Year 1 2 3 1 ______
2 ______
3 ______
Number of lost/restricted workday Recordable Injury Frequency Rate

cases (Tota ls OSHA 200 Log, columns Multiply total for each year (A) x 200,000 and divide by
2 and 9; Totals OSHA 300 Log, total employee hours for that year (B)
columns K and L).
A x 200,000
Number of recordable cases without + B
restricted activity or lost workdays Year Rate
(Totals OSHA 200 Log, columns 6 and 1 ______
13; Totals OSHA 300 Log, column I and 2 ______
J). 3 ______
Number of fatalities + Experience Modification Rate (EMR)

(Totals OSHA 200 Log, columns 1 and
8; Totals OSHA 300 Log column G). Policy Year EMR
1 ______
Total OSHA Log (A) 2 ______
3 ______
Are the following accident records and accident summaries kept? How often are they recorded?
No Yes Monthly Annually
Accidents totaled for the entire company ______ _______ _______ _______
Accidents totaled by project ______ _______ _______ _______
The Applicant shall maintain records of such evaluations and make them available for review and approval of Parsons
representatives at all reasonable times should Applicant be awarded a contract based on this application.
By submitting this application, the Applicant agrees to use the above criteria and this form when selecting lower tier
subcontractors.

5.9 SUBCONTRACTOR SAFETY PLAN SUBMISSION REVIEW

All subcontractors must submit safety programs to the Parsons Project Manager for review
before they begin work on site. The Project Manager reviews the program for adequacy in
accordance with the PSP. (See SHARP Management Section 16 for additional detail)
5.9.1 Contractor Site-Specific Safety Plans

At least 10 days before work begins, each subcontractor must submit two copies of its site safety
program (SSP) to the Parsons Project Manager for review. The Project Manager and Project
Safety Manager review the SSP to ensure that it meets Parsons’ requirements.
If a contractor needs assistance developing an SSP, The Project Safety Manger provides an
electronic copy of Parsons ’ sample SSP from Appendix A2 of the SHARP Management manual.
The SSP must address the following elements:
• Responsibility
• Compliance
• Communication
• Hazard assessment
• Accident exposure and investigation
• Hazard correction
• Training and instruction
• Recordkeeping
The SSP must include applicable requirements of Parsons PSP and OSHA CFR 1910/1926:
• Scope of work evaluation that describes the sequence of work and associated hazardous
activities.
• Specific activity hazards analysis (AHA).
• A project site employee orientation program that addresses location specific issues
relative to safety and health.
• A site-specific emergency action plan that includes a list of key management contacts
with home office, project site, home, and cellular telephone numbers.
• A site-specific medical emergency plan that lists qualified first aid personnel by name
and includes copies of their current certificates.
• Key line management personnel, by name and position, who will enforce the SSP.
• Key competent or qualified personnel by name and copy of current documentation
identifying specific certified competency (e.g., scaffolding, excavations, and fall
protection).
• Written progressive disciplinary program for violations of safety procedures.
• Trenching and shoring plan (if applicable).
• 100% fall protection plan (if applicable).
• Contractor task hazard planning.

• Subcontractor weekly safety planning submission.

• Contractor workers daily task safety planning.
5.10 PREMOBILIZATION SAFETY MEETING

Construction Managers conduct the premobilization safety meeting on the first day of
subcontractor mobilization in the field and at the work site. (See SHARP Management Manual
Section 17 for additional details.) Exhibit 5-3 shows the checklist used for the safety portion of
this meeting. The meeting includes a review of the prebid site/area risk analysis and a
walkthrough the work area to locate items on the prebid risk analysis checklist.

Exhibit 5-3 – Premobilization Safety Meeting Checklist

PARSONS
Premobilization Safety Meeting
Date: _______________________ Project/Location:
Parsons Representative: ___________________Subcontractor Representative:
The following project site safety, health and security requirements, procedures, and hazards have been identified and
reviewed with the Subcontractor.
SSP/Emergency Planning/Response Plan Demolition

Competent/Qualified Person Personal Protective Equipment
Hazardous Materials/Waste Cranes/Hoists/Annual Inspection Certificate
Vehicle/Heavy Equipment Overhead Power Lines
Lockout/Tagout Confined Spaces (Permit/Non-Permit)
Electrical Excavations/Trenching
Fire Protection Site Security/Visitor Control/Public Exposure
Hot Work/Welding/Cutting Process Safety Management (PSM)
Fall Protection/Guardrails/ Permits (Excavation/Scaffolding/Demolition/Traffic/
Scaffolding/Ladders Confined Space/etc.)
Additional Project Concerns:
Other Attendees:
Name Title Company

SECTION 6 – CONSTRUCTION PHASE
6.1 SITE RISK ANALYSIS

Before work begins, Project Managers lead a team that performs a risk analysis at each work site
to identify hazards that require specific control measures. Potential hazards are listed below.
(Modify list as needed; see SHARP Management Sections 18 and 19 for additional details.)
• Asbestos
• Confined spaces
• Crane movement
• Excavations and trenches
• Falls
• Fire
• Heavy material movement
• Industrial hygiene
• Lead
• Marine safety/work around water
• Overhead and underground electrical
• Traffic
6.2 FIVE HAZARD CONTROL M EASURES – ORDER OF PRECEDENCE
Site hazards and hazards resulting from construction activities are controlled using one or more
of the control measures listed below. The order of precedence is as follows:
1. Engineer/design to eliminate or minimize hazards. A major component of the design
phase is to select appropriate safety features to eliminate a hazard and render it fail-safe
or provide redundancy using backup components.
2. Guard the hazard. Hazards that cannot be eliminated by design must be reduced to an
acceptable risk level by safety guards or isolation devices that render them inactive.
3. Provide warnings. Hazards that cannot be totally eliminated by design or guarding are
controlled through using a warning or alarm device.
4. Provide special procedures or training. When design, guarding, or warnings cannot
eliminate hazards, subcontractors must develop procedures, training, and audits to ensure
safe completion of work. Training cannot be a substitute for hazard elimination when
life-threatening hazards are present.
5. Provide personal protective equipment. To protect workers from injury, the last
method in the order of precedence is the use of personal protective equipment, such as
hard hats, gloves, eye protection, life jackets, and other protective equipment with the
understanding that bulky, cumbersome, and heavy personal protective equipment is often
discarded or not used, rendering this method ineffective without proper controls.

6.3 ACTIVITY HAZARDS ANALYSIS

Parsons and its subcontractors are required to conduct an activity hazards analysis for all aspects
of the work. The activity hazards analyses consist of the following three steps:
• Identify the task and break it down into steps.

• Identify the hazards associated with each step.
• Identify the specific hazard control measure used for each step in accordance with the
order-of-precedence method of control.
Project Managers may use uses the following list as a guide in determining the construction
activity hazards analyses for various high- hazard operations and critical tasks. (This list should
be customized to reflect the work. See SHARP Management Manual Section 19 for additional
details.)
• Premobilization inspection. Conduct an initial site inspection for prejob planning. The
inspection should cover potential exposures such as the location of electrical lines,
underground utilities, nearby structures, traffic conditions, site security needs, public
exposures general liability, and other potential exposures.
• Water, wastewater, and marine work. Analyze work adjacent to, in, or over water
(including lakes, canals, dams, treatment plants, water tanks, clarifiers, and reservoirs) for
hazards.
• Traffic controls. Plan the traffic controls for delivery of equipment or materials as well
as any equipment operations. Control measures include warning signs, flagmen, traffic
stoppage and control, and unloading procedures.
• Material storage. Consider where materials and equipment will be stored on site.
Implement measures to protect against vandalism and theft of tools, equipment, or
materials. Also consider the hazards that may exist for workers when they are storing or
retrieving those materials.
• Material handling. Consider the size and weight of loads, the equipment to be used, how
the equipment is set up and protected, and safety and maintenance inspections of material
handling and rigging equipment. Also consider to employee training in the use of the
equipment or personal body mechanics when engaged in manual material handling
activities.
• Heavy equipment controls. Evaluate the use of heavy equipment in operations such as
site clearing, grading, and excavation or lifting. Controls should include equipment
alarms, use of qualified operators, preuse inspections, and any specific OSHA regulatory
requirements.
• Fall protection. Use fall protection when employees are working above the normal work
surface level. Consider how and where ladders, scaffold, work platforms, or lifts
(including scissors lifts or bucket lifts), roofing work and leading edges are used.
Evaluate protective measures such as fall protection plans, use of personal fall arrest
systems, and the work surfaces for slip and fall hazards and protection.

• Steel erection. Subcontractors erecting steel must comply with applicable regulations of
OSHA 1926.750 and the Steel Erection Negotiated Rule Advisory Committee
(SENRAC).
• Personal protective equipment. Consider operations where PPE is required and the type
of PPE required, e.g., eye, head, foot, respiratory, hearing and hand protection, and types
of special protective clothing.
• Portable hand and power tools. Evaluate the tools to be used and the ways that workers
are protected from the hazards associated with the use of tools. Consider tool
maintenance requirements; electrical requirements; the use of ground fault circuit
interrupters, grounding, extension cords, and tool inspection procedures; and employee
training and PPE requirements.
• On-site traffic. Internal traffic control plans should include ways to restrict the number
of vehicles on site, the flow of vehicles through the site, haul roads, speed controls,
subcontractor employee parking areas, merging of site traffic with local vehicle traffic,
pedestrian controls in traffic zones, access by emergency and rescue vehicles and
operator controls.
• Employee training. Always review the safety training needs of employees. Training
should include initial site safety orientations and chemical hazard communication
training. Some operations (e.g., excavation, blasting, scaffold erection, tunneling,
confined space, and operating heavy equipment and working in highly hazardous plant
process operations) may require special training that should be checked and evaluated.
• Confined spaces. Confined space work requires special consideration, evaluation, and
controls. Each space should be reviewed for regulatory compliance.
• Tunneling. Tunneling has specific requirements that involve the local Mine Safety and
Health Administration officials. Project Managers must contact GBU Safety Managers to
ensure that tunneling hazards are properly addressed.
• Crane operations. Consider special requirements for operations, maintenance, and heavy
lifting operation. All lifts must be planned in accordance with the limitations of cranes
being used.
• Excavations and trenching. These activities require complete analysis of existing
underground exposures, soils, sloping and shoring methods, equipment, and engineering
if depth of trench or excavations exceeds four feet. A activity hazards analysis is
recommended for all trenching operations.
• Concrete formwork and placement. Adequate access and egress to elevated concrete
work is essential to the safe and quality placement of concrete work. Work involving
concrete should consider protective measures such as staging, platforms, handrails, and
other passive forms of employee protection.
• Process safety management. At process sites where highly hazardous chemicals are
stored or used, comply with special considerations and process safety management
OSHA regulations.

• Mechanical, electrical, and piping. Evaluate all work associated with the installation,
repair and maintenance of mechanical, piping and electrical work for interferences,
lockout/tagout, line break procedures, and applicable customer requirements.
• Unexploded ordnance (UXO). For all projects where UXO may exist, work cannot start
until the project develops a UXO safety plan and trained all personnel to the requirements
of the plan. The project must also have a UXO safety officer on site at all times when
work is being performed in and around areas contaminated with UXO.
Exhibit 6-1 is a sample activity hazards analysis form. Exhibit 6-2 shows a training record to be
completed and kept on file for each activity hazards analysis.

Exhibit 6-1 – Activity Hazards Analysis Form
V:\Peter Knox\SHARP Manual\Files to be PDFd\Append-A1.doc 9/21/2004
Parsons
Page____ of _____
Project Name & Number: AHA No. Date: New:

Training Requirements:
All assigned employees are required to familiarize themselves with the contents of this AHA before starting a work activity and review it with their Supervisor during their
Daily Safety Huddle.

A1-27
Exhibit 6-2 – Activity Hazards Analysis Training Record
Parsons
Activity Hazards Analysis Training Record
JOB NUMBER
AHA NUMBER
JOB LOCATION
DATE:
NAME OF TRAINER :
SUBJECTS COVERED:
T RAINING AIDS USED:
ATTENDEES (PLEASE SIGN NAME LEGIBLY):
(Use additional sheets if necessary)

6.4 SAFETY SYSTEMS ANALYSIS

GBU Safety Managers use the safety systems analysis for field staff and subcontractors whose
work requires that they be on site for over six months. The analysis provides management with a
rating that reflects the safety and health program effectiveness. Appendix B1 to the SHARP
Management manual provides the program, protocol, and methodology.
6.5 CONSTRUCTION SITE INSPECTION

The construction site inspection is a protocol designed to ident ify and correct unsafe acts or
conditions in Parsons or subcontractors’ scope of work.
Parsons Construction Manager, Field Engineer responsible for the work, or the Project Safety
Manager conduct construction safety inspections regularly. The Project Safety Manager
maintains the original audit documentation on file.
The Construction Manager, Field Engineer, or Safety Manager tours the work area and makes
daily observations and notes noncompliance on a daily construction report. (See SHARP
Management Section 21 for further details.) Items found to be out of compliance must be
assigned corrective action and the corrective action tracked to completion.
SHARP Management Appendix B2 provides the inspection protocols. This protocol may be
modified to fit site conditions.
6.6 DAILY SITE W ALK CHECKLIST

The Project Manager, Construction Manager, or Superintendent conducts a daily safety site walk
using the Construction Safety and Health Inspection Checklist in Exhibit 6-3 to identify problem
areas. Items found to be out of compliance must be assigned corrective action and the corrective
action tracked to completion. (Attached to be tailored to the scope as needed.)

Exhibit 6-3 – Construction Safety and Health Inspection Checklist

Parsons
Construction Safety and Health Inspection Checklist
Project: Date:
Name: Time:
Any items that have been found deficient must be corrected before work or use.
This checklist includes, but is not limited to, the following:
Yes No
Safe Access and Workspace
Are safe access and adequate space for movement available for:
Emergencies
Work area
Walkways and passageways
Are ladders, stairways, and elevators properly located and functioning?
Is protection provided for floor and roof openings?
Is overhead protection provided for all areas of exposure?
Is lighting adequate?
Planning Work for Safety
Are employees provided with all required protective equipment?
Have other contractors and trades been coordinated with to prevent congestion and avoid hazards?
Is all temporary flooring, safety nets, and scaffolding provided where required?
Utilities and Services Identification
High voltage lines
Have all been identified by signs?
Have high voltage lines been moved or de-energized, or barriers erected to prevent employee contact?
Sanitary Facilities
Drinking water
Are toilet facilities adequate?
Work Procedures – Materials Handling
Is material handling space adequate?
Is material handling equipment adequate and proper?
Is material handling equipment in good condition?
Other (e.g., tunnels, excavations, shafts)
Comments:

6.7 SAFETY AND HEALTH ENFORCEMENT

Parsons and its subcontractors enforce all applicable requirements of OSHA 1910 and 1926 as
well as EM 385.1, where applicable. In addition, subcontractors must comply with and enforce
Parsons site requirements.
Parsons and its subcontractors have written progressive disciplinary systems available for review
in the respective Human Resources departments.
6.8 NOTICE OF VIOLATION OF SAFETY AND HEALTH REGULATIONS

The project has a formal notice of subcontractor violation of safety and health regulations
program to ensure that violations are issued in an immediately dangerous to life and health
(IDLH) situation or when the subcontractor repeatedly fails to comply with safety and health
requirements.
The notice (Exhibit 6-4) documents poor performance and requires a response from
subcontractor senior management. The notice contains five distinct levels of discipline, from
submission of a recovery plan to contract termination.
6.9 COMPETENT FIRST AID PERSON

Regulation requires that at least one competent person be available at the work site at all times to
render first aid. This person must have a valid certificate in first-aid training from the U.S.
Bureau of Mines, the American Red Cross, or equivalent verifiable training program. First-aid
supplies must be accessible for immediate use and be of sufficient size and number to handle
common first aid incidents.
To meet this requirement, the project has hired a registered nurse to staff the health office during
normal business hours. In addition, the following project employees have received the required
first aid training. At least one of these employees is on site at all times that work is being
performed.
• John Doe #1 …
• John Doe #20

Exhibit 6-4 – Notice of Subcontractor Violation of Safety and Health Regulations
Parsons
Notice of Subcontractor Violation
of Safety and Health Regulations
Date:
Contractor Name:
Address:
Attention:
This letter officially notifies you that you have been found to be in violation of the following Safety Regulations:
on (date) ____________________, by .
Personal Protective
Confined Space Entry Lockout/Tagout Hot Work Equipment
Knowledge of the Awareness of warning
environment alarms Evacuation route s Back-up Alarms
Environmental/Hazardous
Assembly locations Fall Protection Scaffolding Material Storage
Trenching Safe Work Practices Security Practices
Other:
This/These violations occurred at the following locations:
at the following times______________________________ and date s

The name of the employees was/were
under the supervision of .

Parsons
Notice of Noncompliance with Safety and Health Regulations
Under conditions of this enforcement procedure check all items that apply:
_____ 1. You are being notified of this violation and should take corrective action to prevent a reoccurrence. The corrective
action shall be documented to the Parsons Construction Management representative immediately.
_____ 2. You must submit a plan for compliance to your Parsons Construction Management representative and the
Construction Safety Manager within two days of receipt of this letter. The compliance plan must include the means
or methods of compliance and the date that the requirements for compliance will be completed. Once compliance
has been achieved, a follow up letter must be sent to the Parsons Construction Management representative and
Construction Safety Manager. Failure to comply will result in disciplinary action against your Company.
Work may not commence on the site until the review is complete and the Subcontractor responds formally that the
procedure is understood and will comply.
Work may not commence on the site until the review is complete and you must confirm formally the disciplinary
action to be taken against the supervisor and employees.
_____ 5. All work on the site will stop until the Parsons Construction Management representative reviews all the facts with
the Subcontractor and determines if the contract between the parties will be terminated.
Sincerely,
___________________________
Parsons Representative
cc: Issuing Construction Manager Representative

Job File
GBU Safety Manager
Project Manager

SECTION 7 – CONSTRUCTION SAFETY TRAINING

(See SHARP Management Manual Section 9 for further details.)
7.1 PROJECT SAFETY ORIENTATION
The Parsons Project Manager, Field Engineer, or Project Safety Manager conducts site-specific
orientation for all new Parsons staff and subcontractor management personnel.
Orientation takes approximately one hour to complete and consists of applicable owner, Parsons,
and regulatory reference material, including:
• Owner – Contractor Safety Program and Manual of Safety Regulations Handbook and
security requirements
• Applicable OSHA 1910 General Industry and 1926 Construction Regulations and others
as required
• Parsons applicable requirements
• Subcontractor requirements
Subcontractors must conduct similar orientations for their staff and craft employees and must
document all orientations using the initial subcontractor employee training acknowledgement
and sample form (Exhibit 7-1). The project human resources manager maintains the orientation
documents and acknowledgement forms. (See SHARP Management Manual Section 14 for
additional details.)
7.2 ZERO INCIDENT TECHNIQUES/START TRAINING

Consistent with Parsons corporate initiatives in safety training, the project trains all managers
and supervisors, including subcontractor personnel, in START to further Parsons’ goal of zero
accidents.
The Project Safety Manager serves as the certified trainer for periodic eight hour training
sessions for new supervisors. All attendees must sign in with these records maintained by the
Project Safety Manager and forwarded to the GBU Safety Manager.
7.3 DAILY HUDDLE AND SAFETY PLANNER

Supervisors in the field conduct daily safety huddles with craft employees to review each day’s
work and to remind employees of the safe work procedures established for the day’s tasks.
Safety huddles are informal and brief, usually 5 minutes long, and all workers must participate.
Supervisors should always ask whether any workers have questions before they are released for
work.

Exhibit 7-1 – Initial Subcontractor Employee Training Acknowledgement
Parsons
Initial Subcontractor Employee Training Acknowledgement
Name of Trainer:
Training Subject:
Training materials used:
Name of employee:
Date of hire/assignment:
I, , hereby certify that I have received training as described above in the following areas:
• The potential occupational hazards in general in the work area and associated with my job assignment.
• General safety requirements indicate the safe work conditions, safe work practices and personal protective equipment
required for my work.
• The hazards of any chemicals to which I may be exposed and my right to information contained on material safety data
sheets for those chemicals, and how to understand this information.
• My right to ask questions, or provide any information to the employer on safety either directly or anonymously without
any fear of reprisal.
• Disciplinary procedures the employer will use to enforce compliance with general safety requirements.
I understand this training and agree to comply with general safety requirements for my work area.
Employee Signature Date

Daily Safety Planners like the one shown in Exhibit 7-2 enable supervisors and employees to
formally document safety huddle participation as well as the day’s activities, associated risks,
and relevant control measures. Supervisors can distribute planners during safety huddles for
employees to complete. Planners engage employees and improve the effectiveness of the safety
huddle meeting.
If field supervisors choose to use daily safety planners, employees must carry the planner
completed for each day and show it to any manager on a project for signature. This review
becomes an audit of field supervisors and can be the basis of an incentive program, with signed
cards being eligible for weekly prizes.
7.4 WEEKLY TOOLBOX SAFETY MEETINGS

Parsons and its subcontractors conduct weekly toolbox safety meetings at the beginning of each
week. These meetings include topics relevant to upcoming work and may include reviews of
recent incidents on the project. The Project Safety Manager documents toolbox training content
and attendance and retains all records. (See SHARP Management Manual Section 20 for further
details.)
7.5 ACTIVITY HAZARDS ANALYSIS TRAINING

When the activity hazards analysis is complete, the Parsons supervisor or subcontractor conducts
a training session with all employees involved with the analyzed task. The training may be
informal and at the site where the task is performed. Employees should be given an opportunity
to provide input regarding task steps, hazards identified, and appropriate control measures.
The Project Safety Manager documents and maintains the activity hazards analyses. (See SHARP
Management Manual Section 19 for further details.)
7.6 REGULATORY TRAINING PROGRAMS

OSHA regulations require specific training in certain circumstances. Based on the scope of work
and meetings with regulatory officials, the following training topics are provided on the project:
• General provisions
• First aid
• Emergency response
• Respiratory protection
• Signaling
• Process safety management
• Powder-operated hand tools
• Gas welding and cutting
• Confined spaces
• Lockout/tagout
• Fire protection respiratory protection
• Hazard communication

Exhibit 7-2 – Daily Safety Planner

The Project Safety Manager organizes this training. Instructors are typically Parsons safety
department experts certified in the topics they instruct. (See SHARP Management Manual
Section 9 for further details.)
7.7 OSHA OUTREACH PROGRAMS

The project uses qualified instructors and online courses to conduct OSHA 10-/30-hour
construction safety training. All project employees must complete the 10- hour course, and
supervisory staff must complete the 30-hour course. Similar requirements are included in all
construction subcontracts, and subcontractor employees may participate in Parsons- led courses at
no cost. The training must be completed during the employee’s first month on the project.
Participants successfully completing the course receive a certificate of completion from OSHA.
7.8 SPECIALIZED TRAINING AND ORIENTATIONS

Project personnel receive specialized training on client rules and requirements as well as the
unique tools, equipment, and procedures used to perform the work. The project budget includes
funding for the following training:
Description Attendees Schedule
Client rules and safety requirements All workers assigned to the site Half-hour training session, provided to new
employee on the first day of work at the site.

SECTION 8 – RECORDKEEPING AND POSTING

Parsons and its subcontractors must comply with the recordkeeping requirements of OSHA,
Owner, Parsons Corporation, and this safety program, including:
• OSHA 300 logs
• Medical treatment and followup
• Cranes
• Heavy equipment inspection logs
• Fall protection
• Training
• Inspections
• Audits
• Others as required
Parsons Human Resources and the Project Safety Manager are the official recordkeepers for files
relating to Parsons employees. Each subcontractor maintains its files.
The project displays OSHA posters in conspicuous places as required by OSHA, including one
poster on the main bulletin board located in [fill in location here].

SECTION 9 – SAFETY AND HEALTH REQUIREMENTS
9.1 SAFETY AND HEALTH REQUIREMENTS

Table 9-1 represents OSHA, owner, and Parsons corporate regulations and requirements
applicable to the project. Based on the most recent risk assessments, Parsons Project Manager
and Project Safety Manager update the listed topics periodically. Training and other
requirements are updated in this PSP as required by changes to Table 9-1.
Parsons and its subcontractors are individually responsible for training their respective
employees and for complying with all project requirements. Failure to comply could lead to
disciplinary actions against Parsons employees and subcontractors or their employees.
1. General Safe ty & Health 1926.20 01.A Yes Yes Yes
1910.119

27. Tools 1926.300-307 13.A N/A N/A Yes
Conveyors
SENRAC
Overhead Protection


APPENDIX A2 MODEL SUBCONTRACTOR SAFETY PLAN (SSP)

ABOUT THIS MODEL PROGRAM
Every Parsons Subcontractor must establish, implement and maintain a written Subcontractor
Safety Plan (SSP) and a copy must be maintained at each work site. The minimum requirements
for establishing, implementing and maintaining an effective written Subcontractor safety plan are
contained in the contract and incorporated by reference in the Parsons Safety, Health and Risk
Management (SHARP) Manual. The Subcontractor shall comply with the contract and shall
complete the model program to detail specific issues relating to the following elements:
• Accountability/Responsibility/Key Line Personnel
• Statement of Subcontractor’s Safety and Health Policy
• Identification of Competent/Qualified Persons
• Scope of Work Evaluation
• Hazard/Risk/Exposure Assessment
• Control Measures/Activity Hazard Analysis
• Subcontractor Periodic Safety Audits/Inspections
• Subcontractor’s Weekly Safety Planning – Weekly Look Ahead Plan
• Compliance Requirements and Policy
• Written Progressive Disciplinary Program
• Hazard Correction System
• Training and Instruction
• Project Site Orientation
• Communication System
• Recordkeeping
• Accident/Exposure Investigation
• Emergency Action Plan
• Site-Specific Medical Emergency Plan
• Written Hazard Communication Program
• Written Trenching and Shoring Plan (if applicable)
• Written 100% Fall Protection Plan (if applicable)
• Other written programs as specified by regulatory agency or contract Requirements
• List of Attachments
This model program has been prepared as an aid only for use by Subcontractors. Subcontractors
are solely responsible for the content of their own SSPs. This model program was written for a
broad spectrum of Subcontractor employers and it should be modified as appropriate to provide
the essential framework required for a Subcontractor Safety Plan on any Parsons project.
Proper use of this model program requires the Project Manager/Superintendent of your firm to
carefully review the requirements for each of the SSP elements found in this model. Complete
the appropriate blank spaces and check those items that are applicable to your workplace.
Sample forms for hazard assessment and correction, accident/exposure investigation, and worker
training and instruction are provided with this model program.
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Appendix A2 – Model Subcontractor Safety Plan (SSP)
This model program must be maintained by the Subcontractor’s Project Manager in order to be
effective.
1. Responsibility/Identification of Key Line Personnel

Contractor:
Address:
Telephone Fax Email
Company Executive responsible for project: Contact No.
Manager/Superintendent: Contact No.
Safety Representative/Manager: Contact No.
Key Foreperson or forepersons: Contact No.
Client Project Management POC: Contact No.
These personnel have the authority and responsibility for implementing the provisions of this
program for:
Project Site Location On-site Contact No.
All managers and supervisors are responsible for implementing and maintaining the SSP in their
work areas and for answering worker questions about the SSP. A copy of this SSP is available
from each manager and supervisor.
2. Statement of Subcontractor’s Safety and Health Policy

Include your company statement here
3. Identification of Competent/Qualified Persons

List/Submit Certificate
4. Scope of Work Evaluation

List Major Activities
5. Hazard/Risk/Exposure Assessment
List Hazards and Explosives here
Major hazards or risks and exposures associated with the scope of work evaluation shall be listed
here. Each major activity shall be evaluated and an Activity Hazards Analysis developed.
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6. Control Measures/Activity Hazard Analysis

(Provide an Appendix to include Hazard Control Measures and Activity Analysis for Risks
Listed in #5)
7. Subcontractor Periodic Safety Inspections/Audits

In addition, periodic inspections to identify and evaluate on-going workplace hazards shall be
performed by the following competent persons or observers in the following areas of our
workplace:
Competent Person/Observer Area of Expertise/Responsibility
Periodic inspections are performed according to the following schedule:

• ________________________________ (daily, weekly, monthly, etc.)
• When we initially established our SSP;
• When new substances, processes, procedures or equipment which present potential new
hazards are introduced into our workplace;
• When new, previously unidentified hazards are recognized;
• When occupational injuries and illnesses occur;
• When we hire and/or reassign permanent or intermittent workers to processes, operations,
or tasks for which a hazard evaluation has not been previously conducted; and
• Whenever workplace conditions warrant an inspection.
Periodic inspections consist of identification and evaluation of workplace hazards utilizing
applicable sections of Parsons Construction Site Audit Guide (Appendix B2) or other effective
methods to identify and evaluate workplace hazards.
8. Subcontractor Risk Mitigation Two-Week Look-Ahead Planning Submission

The form on the following page can be used to plan risk mitigation strategies at weekly progress
meetings.
9. Compliance Requirements Policy

Management is responsible for ensuring that all safety and health policies and procedures are
clearly communicated and understood by all employees. Managers and supervisors are expected
to enforce the rules fairly and uniformly.
All employees are responsible for using safe work practices, for following all directives, policies
and procedures, and for assisting in maintaining a safe work environment.

Parsons
Risk Mitigation Two-Week Look-Ahead Form
Safety plan for

week ending: Subcontractor:
Project/
Location: Meeting date:
Plan
Prepared by: Dated:
Next Two Weeks Scope of Work:
Identified Risks/Exposures/Hazards:
Control Measures:
Additional Activity Hazards Analysis Required:
Subcontractors Mobilizing/Demobilizing:
Audit/Inspections Scheduled:
Competent Person Changes:
Planned Orientation/Training :
Recommendations/Comments/Concerns:
Note: This information should be incorporated into the meeting minutes.
Our system of ensuring that all workers comply with the rules and maintain a safe work
environment includes:
• Informing workers of the provisions of our SSP;
• Evaluating the safety performance of all workers;

• Recognizing employees who perform safe and healthful work practices;

• Providing training to workers whose safety performance is deficient;
• Disciplining workers for failure to comply with safe and healthful work practices; and
• The following practices:
• _____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
10. Written Progressive Disciplinary Program

(Explain or attach written program)
11. Hazard Correction Policy

Unsafe or unhealthy work conditions; practices or procedures shall be corrected in a timely
manner based on the severity of the hazards. Hazards shall be corrected according to the
following procedures:
• When observed or discovered;
• When an imminent hazard exists which cannot be immediately abated without
endangering employees or property, we will remove all exposed workers from the area
except those necessary to correct the existing condition. Workers necessary to correct the
hazardous condition shall be provided with the necessary protection; and
• All such actions taken and dates they are completed shall be documented on the
appropriate forms.
12. Training and Instruction Policy

All workers, including managers and supervisors, shall have training and instruction on general
and job-specific safety and health practices. Training and instruction shall be provided as
follows:
• When the SSP is first established;
• To all new workers;
• To all workers given new job assignments for which training has not previously
provided;
• Whenever new substances, processes, procedures or equipment are introduced to the
workplace and represent a new hazard;
• Whenever the employer is made aware of a new or previously unrecognized hazard;
• To supervisors to familiarize them with the safety and health hazards to which workers
under their immediate direction and control may be exposed; and
• To all workers with respect to hazards specific to each employee’s job assignment.
Workplace safety and health practices for all locations include, but are not limited to, the
following:

• Explanation of the employer’s SSP, Parsons Safety Program, emergency action plan and
fire prevention plan, and measures for reporting any unsafe conditions, work practices,
injuries and when additional instruction is needed.
• Use of appropriate clothing, including gloves, footwear, and personal protective
equipment.
• Information about chemical hazards to which employees could be exposed and other
hazard communication program information.
• Availability of toilet, hand-washing, and drinking water facilities.
• Provisions for medical services and first aid including emergency procedures.
In addition, we provide specific instructions to all workers regarding hazards unique to their job
assignment, to the extent that such information was not already covered in other training.
13. Project Site Employees Orientation Program Subjects

We orient our workers about the following checked subjects:
• Client safety requirements
• The employer’s code of safe practices.
• Road and highway safety practices
• Flagging
• Traffic control
• Confined spaces.
• Safe practices for operating any agricultural equipment.
• Good housekeeping, fire prevention, safe practices for operating any construction
equipment.
• Safe procedures for cleaning, repairing, servicing and adjusting equipment and
machinery.
• Safe access to working areas.
• Protection from falls.
• Electrical hazards, including working around high voltage lines.
• Crane operations.
• Trenching and excavation work.
• Proper use of powered tools.
• Guarding of belts and pulleys, gears and sprockets, and conveyor nip points.
• Machine, machine parts, and prime movers guarding.
• Lockout/tagout procedures.
• Materials handling.
• Chainsaw and other power tool operation.
• Unsafe weather conditions.
• Yarding operations, including skidding, running lines, rigging and communication.

• Landing and loading areas, including release of rigging, landing layout, moving vehicles
and equipment, truck locating, loading and shipping.
• Fall protection from elevated locations.
• Use of elevated platforms, including condors and scissor lifts.
• Driver safety.
• Traffic safety
• Slips, falls, and back injuries.
• Ergonomic hazards, including proper lifting techniques and working on ladders or in a
stooped posture for prolonged periods at one time.
• Personal protective equipment.
• Respiratory Equipment.
• Hazardous chemical exposures.
• Hazard communication.
• Physical hazards, such as heat stress, noise, and ionizing and non-ionizing radiation.
• Laboratory safety.
• Bloodborne pathogens and other biological hazards.
• Other job-specific hazards, such as ________________________________________
14. Employee Communication System and Policy

We recognize that open, two-way communication between management and staff on health and
safety issues is essential to an injury-free, productive workplace. The following system of
communication is designed to facilitate a continuous flow of safety and health information
between management and staff in a form that is readily understandable and consists of one or
more of the following checked items:
• New worker orientation including a discussion of safety and health policies and
procedures.
• Review of our SSP and Parsons Site Safety Program.
• Workplace safety and health training programs.
• Regular weekly and daily safety meetings.
• Effective communication of safety and health concerns between workers and supervisors,
including translation where appropriate.
• Posted or distributed safety information.
• A system for workers to anonymously inform management about workplace hazards.
• A labor/management safety and health committee that meets regularly, prepares written
records of the safety and health committees meetings, reviews results of the periodic
scheduled inspections, reviews investigations of accidents and exposures and makes
suggestions to management for the prevention of future incidents, reviews investigations
of alleged hazardous conditions, and submits recommendations to assist in the evaluation
of employee safety suggestion.

• Other:
________________________________________________________________________
____________________________________________________________
15. Recordkeeping Policy
We have taken the following steps to document implementation of our SSP:
• Records of hazard assessment inspections, including the persons conducting the
inspection, the unsafe conditions and work practices that have been identified and the
action taken to correct the identified unsafe conditions and work practices, are recorded
on a hazard assessment and correction form
• Documentation of safety and health training for each worker, including the worker’s
name or other identifier, training dates, types of training, and training providers are
recorded on a worker training and instruction form.
• Other records are retained as required by contract specifications or by local, state or
federal(OSHA regulations. Where regulations do not specify the length of records
retention, a period of three years after project completion will be used.
16. Accident/Exposure Investigations Policy

Procedures for investigating workplace accidents and hazardous substance exposures include:
• Responding to the accident scene as soon as possible;
• Reporting immediately to the appropriate Parsons point-of-contact
• Interviewing injured workers and witnesses;
• Examining the workplace for factors associated with the accident/exposure;
• Determining the cause of the accident/exposure;
• Taking corrective action to prevent the accident/exposure from reoccurring;
• Recording the findings and corrective actions taken; and
• Post-accident substance abuse testing.
17. Emergency Action Plan

(Define assembly areas, head count procedure etc.)
18. Site Specific Medical Emergency Plan

(Define/ provide emergency contact numbers, competent first-aider, provider locations, etc.)
19. Hazard Communication Program

(Attach written program and MSDSs)
20. Written Trenching and Shoring Plan

(Attach if applicable)

21. Written 100% Fall Protection Plan

(Attach if applicable)
22. Attach other written programs as required by regulation and applicable to this
project.
23. List of Attachments
• Periodic Safety/Audit Inspection Record
• Accident Inspection Report Form
• Sample Training Record
• Subcontractors Weekly Safety Planning Submission
• Site-Specific Safety Plan – Self Assessment Checklist

APPENDIX A3 MODEL DESIGN/OFFICE SAFETY PLAN (DOSP)

ABOUT THIS MODEL PROGRAM
Every Parsons location or office must establish, implement, and maintain a written safety plan.
This appendix contains the minimum requirements for establishing, implementing, and
maintaining an effective written safety plan. Responsible managers must comply with this
requirement and must develop safety plans to detail specific issues for the following elements:
1. Responsibility/key personnel
2. Office scope of work evaluation
3. Hazard, risk, and exposure assessments
4. Control measures
5. Periodic inspections
6. Compliance
7. Hazard correction
8. Training and instruction
9. Office orientation
10. Employee communication system
11. Recordkeeping
12. Accident and exposure investigations
13. Emergency action plan
14. Site-specific medical emergency plan
15. Other written programs as specified by regulatory agencies or contract requirements
OVERVIEW
This program covers a broad spectrum of office locations and conditions; it may not match the
exact needs of every office. However, it does provide the essential framework for an location or
office safety plan. (Refer to CP-0001, Office Facilities–Livelink, Corporate Information, Health
& Safety.)
Implementing a safety plan requires that office managers carefully review the requirements for
each element of this model program, fill in the blanks that apply, and check the items that apply
to the workplace. All offices must keep this model program up to date in order to be effective.

Appendix A3 – Model Design/Office Safety Plan (DOSP)
1. Responsibility/Identification of Key Personnel

Office:
Address:
Telephone Fax Email
Company Executive responsible for office: Contact No.
Office Safety Representative: Contact No.
Emergency Coordinator: Contact No.
Office of Building Management: Contact No.
These personnel implement the provisions of this safety program. All managers and supervisors
implement and maintain the safety program in their work areas and answer worker questions
about the safety program. A copy of this safety program is available for review by all employees
in the office.
2. Office Work Evaluation – (List Major Activities)

The following list reflects the types of activities typically conducted in this office location:
• _________
• _________
• _________
3. Office Hazard/Risk/Exposure Assessment - (List)

The following hazards, risks, and exposures are typical of the work performed at this location:
• _________
• _________
• _________
4. Control Measures
(List the control measure for hazards, risks, and exposures listed in number 3 above)
5. Periodic Inspections
Periodic office safety inspections are performed according to the following schedule:
• ________________________________;
Frequency (quarterly, monthly, weekly)
• When the safety program is initially established
• When required by regulation
• When new substances, processes, procedures, or equipment present new hazards are
introduced into the workplace

• When new, previously unidentified hazards are recognized

• When occupational injuries and illnesses occur
• When permanent or intermittent workers are hired or reassigned to processes, operations,
or tasks for which a hazard evaluation was not previously conducted
• When workplace conditions warrant an inspection
6. Compliance Requirements
Managers must ensure that all safety and health policies and procedures are clearly
communicated and that all employees understand them. Managers and supervisors are expected
to enforce the rules fairly and uniformly.
All employees must use safe work practices, follow all directives, policies, and procedures, and
maintain a safe work environment.
Parsons ensures that all workers comply with the rules and maintain a safe work environment by:
• Informing workers of the provisions of the safety program
• Evaluating the all workers’ safety performance
• Recognizing employees who perform safe and healthful work practices
• Training workers whose safety performance is deficient
• Disciplining workers who do not comply with safe and healthful work practices
• Implementing the following practices:
7. Hazard Correction
Project Managers or Facilities Managers must correct unsafe or unhealthy work conditions,
practices, or procedures in a timely manner based on the severity of the hazards and in
accordance with the following procedures:
• When the hazard is observed or discovered.
• When an imminent hazard cannot be abated immediately without endangering employees
or property, all exposed workers (except those needed to correct the existing condition)
are removed from the area [by whom? how?]. Workers needed to correct the hazardous
condition must receive necessary protection [from whom?].
• All such actions taken and dates they are completed must be documented on the
appropriate forms [by whom?].
8. Training and Instruction

All workers, including managers and supervisors, are trained and instructed in both general and
job-specific safety and health practices as follows:
• When the office safety program is first established

• When new substances, processes, procedures, or equipment that are introduced to the
workplace represent a new hazard
• When an employer becomes aware of a new or previously unrecognized hazard
• To all new workers
• To all workers given new job assignments for which training was not previously provided
• To familiarize supervisors with the safety and health hazards workers under their
immediate direction and control may be exposed to
• To all workers for hazards specific to each employee’s job assignment
Workplace safety and health practices for all locations include:
• An explanation of the location or office safety program, emergency action plan, and fire
prevention plan, how to report unsafe conditions, work practices, injuries, and when
additional instruction is needed.
• Information about chemical hazards employees could be exposed to and other hazard
communication program information.
• Medical services and first aid provisions, including emergency procedures.
In addition, Parsons instructs all workers on the hazards unique to their job assignments if that
information is not already covered in other training.
9. Office Employees Orientation Program Subjects

Orientation programs cover the following subjects (delete subjects that do not apply):
• Emergency response procedures
• Employer’s code of safe practices
• Safe practices for operating any agricultural equipment
• Good housekeeping, fire prevention, and safe practices for operating construction
equipment
• Safe procedures for cleaning, repairing, servicing, and adjusting equipment and
machinery
• Materials handling
• Unsafe weather conditions
• Driver safety
• Traffic safety
• Slips, falls, and back injuries
• Ergonomic hazards, including proper lifting techniques and working on ladders or in a
stooped posture for prolonged periods
• Personal protective equipment
• Hazardous chemical exposures
• Hazard communication
• Physical hazards such as heat stress, noise, and ionizing and non-ionizing radiation

• Bloodborne pathogens and other biological hazards

• Other job-specific hazards, such as ________________________________________
10. Employee Communication System
Open, two-way communication between management and staff on health and safety issues is
essential to an injury-free, productive workplace. This communication facilitates a continuous
flow of safety and health information between management and staff that is readily
understandable and consists of the following topics (delete topics that do not apply):
• New worker orientation, including a discussion of safety and health policies and
procedures
• Review of the subcontractor safety plan and building safety
• Emergency response procedures
• Workplace safety and health training programs
• Periodic quarterly or monthly safety/staff meetings
• Effective communication of safety and health concerns between workers and supervisors,
including translation where appropriate
• Posted or distributed safety information
• PWeb resources
• A health committee that:
1. Meets regularly
2. Prepares written records of the safety and health committees meetings
3. Reviews results of the periodic inspections
4. Reviews investigations of accidents and exposures and makes suggestions to
management for preventing future incidents
5. Reviews investigations of alleged hazardous conditions
6. Submits recommendations to help evaluate employees’ safety suggestions
• Other: _________________________________________________________________
________________________________________________________________________
11. Recordkeeping
The Office Health and Safety Representative has taken the following steps to implement and
maintain the following records to document the safety program:
• Records of hazard assessment inspections, including the person conducting the
inspection, the unsafe conditions and work practices that have been identified and the
action taken to correct the identified unsafe conditions and work practices, are recorded
on a hazard assessment and correction form.
• Documentation of safety and health training for each worker, including the worker’s
name or other identifier, training dates, type of training, and training providers are
recorded on a worker training and instruction form. Inspection records and training
documentation will be maintained in the office.

• Documentation of medical monitoring programs.

• Other records as required by Parsons or local, state, or federal (OSHA) regulations.
12. Accident/Exposure Investigations
Procedures for investigating workplace accidents and hazardous substance exposures include:
• Responding to the accident scene as soon as possible
• Reporting to the GBU management/safety department within 4 hours of incident
• Reporting the corporate workers compensation analyst
• Reporting on PWeb using the on-line reporting system
• Reporting to the appropriate client point of contact in accordance with contractual
requirements
• Interviewing injured workers and witnesses
• Examining the workplace for factors associated with the accident/exposure
• Determining the cause of the accident/exposure
• Taking corrective action to prevent the accident/exposure from recurring
• Recording the findings and corrective actions taken
13. Emergency Action Plan

[Define assembly areas, head count procedure etc. Refer to or insert information from the local
emergency response or business continuity plan.]
14. Site-Specific Medical Emergency Plan

[Define, provide emergency contact numbers, competent first aider, provider locations, insert
MAPQUEST or similar map.]
15. Hazard Communication Program

[Include written program and material safety data sheets, if applicable.]
16. Other Written Plans

[Attach other written programs as required by regulation and applicable to this location or to
field work outside the office.]
17. Office Audit Protocol

The sample office audit protocol that follows can be used for design or office projects to ensure
that office work environments are safe and that employees are using safe work practices.

OFFICE AUDIT PROTOCOL
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Office Location: __________________________

Audit Conducted By: __________________________
Audit Date: __________________________
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Question factory -factory N/A Comments
General Work Environment
Are all workstations, cubicles, and offices clean and orderly?
Are work surfaces kept dry or appropriate means taken to ensure that the surfaces are slip-resistant?
Are all spilled materials or liquids cleaned up immediately?
Are warning signs available when items are spilled?
Is combustible scrap, debris, and waste stored safely and removed from the office?
Are coffee pots turned off at night?
Is accumulated combustible dust routinely removed from elevated surfaces, including the overhead
structure of buildings?
Walkways

Are aisles and passageways kept clear?
Are aisles and walkways marked as appropriate?
Is there safe clearance for walking in aisles where motorized or mechanical equipment is operating?
Are spilled materials cleaned up immediately?
Are materials or equipment stored in such a way they will not interfere with the walkway?
Are changes of direction or elevations readily identifiable?
Stairs and Stairways

Where stairs or stairways exit directly into any area where vehicles may be operated, are adequate
barriers and warnings provided to prevent employees stepping into the path of traffic?
Exiting or Egress
Are all exits marked with an exit sign and illuminated by a reliable light source?
Are the directions to exits, when not immediately apparent, marked with visible signs?

Are doors, passageways or stairways, that are neither exits nor access to exits and which could be
mistaken for exits, appropriately marked NOT AN EXIT, TO BASEMENT, STOREROOM, and the like?
Are exit signs provided with the word EXIT in lettering at least 5 inches high and the stroke of the
lettering at least 1/2 inch wide?
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ppendix A3 – Model Design/Office Safety Plan (DOSP)

A3-8

Are exit doors side-hinged?
Are all exits kept free of obstructions?
Are there sufficient exits to permit prompt escape in case of emergency?
Are special precautions taken to protect employees during building maintenance, construction, and
repair operations?
Is the number of exits from each floor of a building, and the number of exits from the building itself,
appropriate for the building occupancy load?
Where exiting is through frameless glass doors, glass exit doors, storm doors, and are such doors fully
tempered and meet the safety requirements for human impact?
Exit Doors
Are doors that are required to serve as exits designed and constructed so that the way of exit travel is
obvious and direct?
Are windows that could be mistaken for exit doors made inaccessible by means of barriers or railings?
Can exit doors be opened from the direction of exit travel without the use of a key or any special
knowledge or effort, when the building is occupied?
Is a revolving, sliding, or overhead door prohibited from serving as a required exit door?
Where panic hardware is installed on a required exit door, does it allow the door to open by applying a
force of 15 pounds or less in the direction of the exit traffic?
Where exit doors open directly onto any street, alley or other area where vehicles may be operated,
are adequate barriers and warnings provided to prevent employees stepping into the path of traffic?
Are doors that swing in both directions and are located between rooms where there is frequent traffic
provided with viewing panels in each door?
Portable Ladders
Are all ladders maintained in good condition, joints between steps and side rails tight, all hardware and
fittings securely attached, and moveable parts operating freely without binding or undue play?
Are non-slip safety feet provided on each ladder?
Are non-slip safety feet provided on each metal or rung ladder?
Are ladder rungs and steps free of grease and oil?
It is prohibited to place a ladder in front of doors opening toward the ladder except when the door is
blocked open, locked or guarded.
It is prohibited to place ladders on boxes, barrels, or other unstable bases to obtain additional height.
Are employees instructed to face the ladder when ascending or descending?
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Are employees prohibited from using ladders that are broken, missing steps, rungs, or cleats, broken
side rails or other faulty equipment?
Are employees instructed not to use the top two steps of ordinary stepladders as a step?
When a portable rung ladder is used to gain access to elevated platforms and roofs, does the ladder
always extend at least 3 feet above the elevated surface?
Is it required that when portable rung or cleat type ladders are used the base is so placed that slipping
will not occur, or it is lashed or otherwise held in place?
Are portable metal ladders legibly marked with signs reading CAUTION, Do Not Use Around Electrical
Equipment, or equivalent wording?
Environmental Controls
Are all work areas properly illuminated?
Is employee exposure to chemicals in the workplace kept within acceptable levels?
Can a less harmful method or product be used?
Is the work area’s ventilation system appropriate for the work being performed?
Are restrooms and washrooms kept clean and sanitary?

Are employees instructed in the proper manner of lifting heavy objects?
Is equipment producing ultra-violet radiation properly shielded?
Fire Protection
Do you have a fire prevention plan?
Does your plan describe the type of fire protection equipment and/or systems?
Have you established practices and procedures to control potential fire hazards and ignition sources?
Are employees aware of the fire hazards of the material and processes to which they are exposed?
Is your local fire department well acquainted with your facilities, location, and specific hazards?

If you have a fire alarm system, is it tested at least annually?
If you have a fire alarm system, is it certified as required?
If you have interior standpipes and valves, are they inspected regularly?
If you have outside private fire hydrants, are they flushed at least once a year and on a routine

preventive maintenance schedule?
Are fire doors and shutters in good operating condition?
Are fire doors and shutters unobstructed and protected against obstructions, including their
counterweights?
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A3-10

Are fire door and shutter fusible links in place?
Are automatic sprinkler system water control valves, air and water pressures checked
weekly/periodically as required?
Is maintenance of automatic sprinkler system assigned to responsible persons or to a sprinkler
contractor?
Are sprinkler heads protected by metal guards, when exposed to physical damage?
Is proper clearance maintained below sprinkler heads?
Are portable fire extinguishers provided in adequate number and type?
Are fire extinguishers mounted in readily accessible locations?
Are fire extinguishers recharged regularly and noted on the inspection tag?
Are employees periodically instructed in the use of extinguishers and fire protection procedures?
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Electrical
Are all employees required to report as soon as practicable any obvious hazard to life or property
observed in connection with electrical equipment or lines?

Are employees instructed to make preliminary inspections and/or appropriate tests to determine what
conditions exist before starting work on electrical equipment or lines?
Are electrical appliances such as vacuum cleaners, polishers, and vending machines grounded?
Do extension cords being used have a grounding conductor?
Are multiple plug adapters prohibited?
Are all energized parts of electrical circuits and equipment guarded against accidental contact by
approved cabinets or enclosures?
Is sufficient access and working space provided and maintained about all electrical equipment to
permit ready and safe operations and maintenance?
Are electrical enclosures such as switches, receptacles, junction boxes, etc., provided with tight-fitting
covers or plates?
Transporting Employees
Do employees who operate vehicles on public thoroughfares have valid operator’s licenses?
When seven or more employees are regularly transported in a van, bus or truck, is the operator’s
license appropriate for the class of vehicle being driven?
Is each van, bus, or truck used regularly to transport employees equipped with adequate seating?
Are seat belt requirements enforced by the driver?
Satis- Unsatis

Electrical
Emergency Action Plan
Are you required to have an emergency action plan?
Does the emergency action plan comply with OSHA, requirements?
Have emergency escape procedures and routes been developed and communicated to all employers?
Do employees who remain to operate critical operations before they evacuate know the proper
procedures?
Is the employee alarm system that provides a warning for emergency action recognizable and
perceptible?
Are alarm systems properly maintained and tested regularly?
Is the emergency action plan reviewed and revised periodically?
Do employees know their responsibilities:
For reporting emergencies?
During an emergency?
Satis- Unsatis
Ergonomics

Can the work be performed without eyestrain or glare to the employees?
Does the task require prolonged raising of the arms?
Do the neck and shoulders have to be stooped to view the task?
Are there pressure points on any parts of the body (wrists, forearms, back of thighs)?
Can the work be done using the larger muscles of the body?
Can the work be done without twisting or overly bending the lower back?
Are computers positioned so that tasks can be performed comfortably?
Is all furniture adjusted, positioned, and arranged to minimize strain on all parts of the body?

A3-11
APPENDIX B – AUDIT FORMS

APPENDIX B1 SAFETY SYSTEMS AUDIT PROTOCOL ....................................... B1-1
APPENDIX B2 CONSTRUCTION SITE AUDIT GUIDE .......................................... B2-1
APPENDIX B3 OFFICE AUDIT PROTOCOL ....................................................... B3-1
V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\APPEND-B1.DOC 9/17/2004 B-1

APPENDIX B1 SAFETY SYSTEMS AUDIT PROTOCOL

Parsons
Safety Systems Audit Protocol
GOAL
The Safety Systems Analysis has been developed to improve the quality of the management
systems. The Safety Systems Analysis can be conducted in coordination with the Pasadena
office.
PURPOSE
The purpose of the Safety Systems Analysis is to provide a mechanism of support, to analyze the
quality and effectiveness of the safety system, and to facilitate the evolution of the system for the
improvement of performance and the elimination of operational mishaps. The system analysis
will focus on the following:
• Behavior
• Physical conditions
• The management system (emphasis will be on the management system)
Improvement of safety will be achieved through analysis of the management controls and an
evaluation of the effectiveness of the safety system. The analysis of the management controls
will be performed by profiling the safety system and personal interviews. The evaluation of
effectiveness of the system will be performed by reviewing practices and procedures, accident
statistics/records, by conducting a hazard search, and through personal interviews. Refer to
Figure G-4 for a sample personal interview form.
MANAGEMENT SYSTEM MEASUREMENT TECHNIQUE
The approach used for the analysis of the safety system will give a profile of the quality of the
safety activity. This process consists of the activity standards, the rating form, and the score
sheet.
There are five categories of activity standards. Each category is broken down into sets of criteria,
which are assigned a weighted value. There can be any number of criteria sets in each category.
The highest subtotal value that can be obtained within each category is 100. When all categories
are rated, the total rating is the average of all five section scores.
This analysis system is designed to give a quantitative rating for the quality of the safety
activities. The rating score is not to be indicative of experience or severity ratings. This system,
if used objectively, can be a constructive tool for a proactive management approach, and can
facilitate the evolution of the safety system.
OPENING CONFERENCE
Upon arriving at the jobsite, Parsons’ Construction Manager is contacted. The Construction
Manager may at that time contact the client representative(s) and any Parsons representative(s)
that he would like to be involved in the opening conference. This conference will serve as a get
V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\APPEND-B1.DOC 9/17/2004 B1-1

Appendix B1 – Safety Systems Audit Protocol
acquainted meeting, and an explanation of the purpose and scope of the Safety Systems Analysis
will be given. Items on the opening conference checklist (Figure B1-1) will be briefly discussed.
All representatives attending the opening conference will sign in on the attendance form (Figure
B1-2).
CLOSING CONFERENCE
Upon completing the Safety Systems Analysis, the Parsons Construction Manager will be
contacted. The Construction Manager may contact any individuals he wishes to attend the
closing conference.
The closing conference will consist of a review of the Safety Systems Analysis. The review will
cover elements of the management system profile, items noted during the hazard search, the
setting of abatement days for any outstanding items from the hazard search, and a question and
comments session. It will also be explained that a more specific report with explanations and
comments will be forthcoming.
CONCLUSION
Improvement of the management system is a continuing process. The Safety Systems Analysis is
a tool that can be used to identify areas that need change in the safety systems. The Safety
Systems Analysis has also been designed to be flexible and to evolve with ongoing
improvements in the management system.
B1-2 V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\APPEND-B1.DOC 9/17/2004

Figure B1-1 – Opening Conference Checklist
Parsons
Opening Conference Checklist
Purpose and scope
Log 300/first report of injury
Log 300 posted from February 01 through May 01
OSHA poster
First-aid/first-aid log
Site-specific safety plan
Incentive/accountability system
Subcontractor incentives
Employee incentives
Employee recognition systems
Contractor selection process
Supervisor/employee orientations
Supervisor/employee training
Hazard communication
Permitting requirements
Self-inspection process
Accident/near-miss investigation process
Emergency response/evacuation plans
May interview contractor supervision/employees

Figure B1-2 – Opening Conference/Closing Conference Attendance
Parsons
Opening Conference/Closing Conference
ATTENDANCE
Time
Job No. Date
Client Name Location
Client Personnel Parsons Personnel
Name Name
Title Title
Phone Number Phone Number
Name Name
Title Title
Name Name
Title Title
Other Comments
Organization
Name
Title
Phone Number
Organization
Name
Title
Phone Number
Organization
Name
Title
Phone Number

Figure B1-2 – Opening Conference/Closing Conference Attendance (Contd)
Parsons
Opening Conference/Closing Conference
COMMENTS
Page of
Time
Date
Job No. Location

BEHAVIORAL AND PHYSICAL HAZARD SEARCH

Inspection of some work areas may be conducted to verify the effectiveness of the safety system.
The inspection will be conducted using the hazard search form (Figure B1-3) or the site-specific
audit form.
The items noted during the audit will be reviewed at the closing conference. A copy of the
findings and recommendations will be provided to the responsible manager for abatement of any
outstanding items.
After abatement of outstanding items the responsible manager will notify the home office of the
corrective actions taken, and the findings will be closed. Abatement periods will be as short as
possible, but no greater than 30 days.
Follow-up visits may be scheduled for independent verification of the closure of major findings.

Figure B1-3 – Hazard Search Form
Parsons
Hazard Search
Page of
Time
Date
Job No. Location
Attendees
Name: Name: Name:
Title: Title: Title:
Hazard Description/Unsafe Practice Location Abatement Period Status or Date Corrected

Safety Systems Audit

Score
Activity Description (Circle)
A. Organization and Administration
1. Statement of No statement of loss control policy. Responsibility and accountability not assigned. 0
policy, A general understanding of loss control, responsibilities, and accountability, but not written. 5
responsibilities
assigned Policy statement and responsibilities written and distributed to supervisors. 15
Meets requirements for Good and loss control policy is reviewed annually and is posted.
20
Responsibility and accountability is emphasized in supervisory performance evaluations.
2. General No written general instructions/SOPs. 0
instructions or safe Written general instructions/SOPs for some, but not all hazardous operations. 2
operating
procedures Written general instructions/SOPs for all hazardous operations. 15
(SOPs) All hazardous operations covered by a procedure, posted at the job location, with an annual
17
documented review to determine adequacy.
3. Contractor Only low-bid contractors are selected. Past safety performance is not reviewed prior to selection. 0
selection Past safety performance is considered in the selection process. Some contractors are rushed
2
through for fast track jobs with little review of past safety performance.
All new contractors' past safety records are considered in the selection process. 10
In addition to Good, specific requirements must be met. Items reviewed include OSHA 200 log,
12
EMRs, and safety systems. Contractors who fall below standards are removed from site.
4. Emergency and No plan or procedures. 0
disaster control Verbal under-standing on emergency procedures. 5
plans
Written plan outlining the minimum requirements. 15
All types of emergencies covered with written procedures. Responsibilities are defined with
18
backup personnel provisions.
5. Direct No measurable activity. 0
management Follow-up on accident problems and near-misses. 10
involvement
In addition to Fair, management reviews all injury, property damage reports, near-misses.
20
Supervision is accountable for verifying firm corrective measures.
In addition to Good, reviews all investigation reports. Loss control problems are treated as other
25
operational problems in staff meetings.
6. Site safety rules No written rules. 0
Site safety rules have been developed and posted. 2
Site safety rules are incorporated in the plant work rules. 5
In addition, site work rules are firmly enforced and updated at least annually. 8
TOTAL SCORE FOR SECTION A

Safety Systems Audit (Contd)

Score
B. Industrial Hazard Control
1. Housekeeping Housekeeping is generally poor. Raw materials, items being processed, and finished materials are
0
storage of poorly stored.
materials, etc. Housekeeping is fair. Some attempts to store materials adequately are being made. 4
Housekeeping and storage of materials are orderly. Heavy and bulky objects well stored out of the
8
way, etc.
Housekeeping and storage of materials are ideally controlled. 10
2. Tool and Little attempt is made to control hazardous points on machinery/tools. 0
machine
guarding Partial, but inadequate or ineffective attempts at control are in evidence. 5
There is evidence of control which meets applicable federal and state requirements, but
16
improvements may still be made.
Machine/tool hazards are effectively controlled to the extent that injury is unlikely. Safety of
20
operator is given prime consideration at time of process design.
3. General area Little attempt is made to control such hazards as unprotected floor openings, slippery or defective
0
guarding floors, stairway surfaces, inadequate illumination, etc.
Partial, but inadequate or ineffective maintenance. 5
There is evidence of control which meets applicable federal and state requirements, but further
16
improvements may still be made.
These hazards are effectively controlled to the extent that injury is unlikely. 20
4. Maintenance of No systematic approach of maintaining guards, handtools, controls, and other safety features of
0
equipment, equipment, etc.
guards, hand Partial, but inadequate or ineffective maintenance. 5
tools, etc. Maintenance system for equipment and safety features is adequate. Electrical handtools are tested
16
and inspected before issuance, and on a routine basis.
In addition to Good, a preventive maintenance system is programmed for hazardous equipment
and devices. Safety reports, files, and safety department consulted when abnormal conditions are 20
found.
5. Material Little attempt is made to minimize possibility of injury from the handling of materials. 0
handling: hand Partial but inadequate or ineffective attempts at control are in evidence. 3
and mechanized Loads are limited as to size and shape for handling by hand, and mechanization is provided for
8
heavy or bulky loads.
In addition to controls for both hand and mechanized handling, adequate measures prevail to
10
prevent conflict between other workers and material being moved.
6. Personal, Proper equipment not provided or not adequate for specific hazards. 0
protective Partial but inadequate or ineffective provision, distribution, and use of PPE. 4
equipment:
adequacy and Proper equipment is provided. Equipment identified for special hazards, distribution is controlled by 16
use supervisor. Employee is required to use protective equipment.
Equipment provided complies with standards. Close control maintained by supervision. Use of
20
safety equipment recognized as an employment requirement. Injury record bears this out.
TOTAL SCORE FOR SECTION B


Score
C. Fire Control and Industrial Hygiene
1. Chemical No knowledge or use of reference data. 0
hazard control Data available and used by foremen when needed. 6
references In addition to Fair, additional standards have been requested when necessary. 17
Data posted and followed where needed. Additional standards have been promulgated, reviewed
20
with employees involved, and posted.
2. Flammable and Storage facilities do not meet fire regulations. Containers do not carry name of contents. Approved
0
explosive dispensing equipment not used. Excessive quantities permitted in manufacturing areas.
materials control Some storage facilities meet minimum fire regulations. Most containers carry name of contents.
6
Some approved dispensing equipment in use.
Storage facilities meet minimum fire regulations. Most containers carry name of contents. Approved
equipment generally is used. Supply at work area is limited to one day requirement. Containers are 17
kept in approved storage cabinets.
In addition to Good, storage facilities exceed the minimum fire regulations and containers are
always labeled. A storage policy is in evidence relative to the control of the handling, storage, and 20
use of flammable materials.
3. Ventilation: Ventilation rates are below industrial hygiene standards in areas where there is an industrial
0
fumes, smoke, hygiene exposure.
and dust control Ventilation rates in exposure areas meet minimum standards. 2
In addition to Fair, ventilation rates are periodically measured, recorded, and maintained at
8
approved levels.
In addition to Good, equipment is properly selected and maintained close to maximum efficiency. 10
4. Skin Little attempt at control or elimination of skin irritation exposure. 0
contamination Partial, but incomplete program for protecting workers. First-aid reports on skin problems are
control 3
followed up on an individual basis for determination of cause.
The majority of workmen instructed concerning skin-irritating materials. Workmen provided with
10
approved personal protective equipment or devices. Use of this equipment is enforced.
All workmen informed about skin-irritating materials. Workmen in all cases provided with approved
personal protective equipment or devices. Use of proper equipment enforced and facilities
15
available for maintenance. Workers are encouraged to wash skin frequently. Injury record indicates
good control.
5. Fire control Do not meet minimum insurance or municipal requirements. 0
measures Meet minimum requirements. 2
In addition to Fair, additional fire hoses or extinguishers are provided. Welding permits issued.
8
Extinguishers on all welding carts.
In addition to Good, a fire crew is organized and trained in emergency procedures and in the use of
10
fire fighting equipment.
6. Waste/trash Control measures are inadequate 0
collection and Some controls exist for disposal of harmful wastes or trash. Controls exist, but are ineffective in
disposal, 7
methods or procedures of collection and disposal. Further study is necessary.
air/water Most waste Disposal problems have been identified and control programs instituted. There is room
pollution. 20
for further improvement
Waste disposal hazards are effectively controlled. Air/water pollution potential is minimal. 25
TOTAL SCORE FOR SECTION C


Score
D. Supervisory Participation, Motivation, and Education
1. Line supervisor All supervisors have not received basic safety education. 0
safety education All site supervisors have received some safety education. 10
All supervisors participate in a refresher safety education session, a minimum of twice a year. 22
In addition to Good, specialized sessions conducted on specific problems. 25
2. Indoctrination of No program covering the health and safety job requirements. 0
new employees Verbal only. 1
A written handout to assist in indoctrination. 5
A formal indoctrination program to orient new employees is in effect. 10
3. Job hazard No written program. 0
analysis Job hazard analysis program being implemented on some jobs. 2
JHA conducted on majority of operations. 8
In addition, job hazard analyses performed on a regular basis and safety procedures written and
10
posted for all operations.
4. Training for Inadequate training given for specialized operations. 0
specialized An occasional training program given for specialized operations. 2
operations (fork Safety training is given for all specialized operations on a regular basis and retraining given
trucks, grinding, periodically to review correct procedures. 7
crane operating,
solvent In addition to Good, an evaluation is performed annually to determine training needs. 10
handling, etc.)
5. Internal self- No written program to identify and evaluate hazardous practices and/or conditions. 0
inspection Site relies on outside sources, i.e., insurance, safety engineer, and assumes each supervisor
5
inspects his area.
A written program outlining inspection guidelines, responsibilities, frequency, and follow-up is in
14
effect.
Inspection program is measured by results, i.e., reduction in accidents and costs. Inspection results
15
are followed up by top management.
6. Safety Bulletin boards and posters are considered the primary means for safety promotion. 0
promotion and
publicity Additional safety displays, demonstrations, films, are used infrequently. 1
Safety displays and demonstrations are used on a regular basis. 4
Special display cabinets, windows, etc., are provided. Displays are used regularly and are keyed to
5
special themes.
7. Employee/ Little or no attempt made by supervisor to discuss safety with employees. 0
supervisor Infrequent safety discussion between supervisor and employees. 5
safety contact Supervisors regularly cover safety when reviewing work practices with individual employees. 20
and
communication In addition to items covered under Good, supervisors make good use of the site safety plan and
regularly review job safety requirements with each worker. They contact at least one employee 25
daily to discuss safe job performance.
TOTAL SCORE FOR SECTION D


Score
E. Accident Investigation, Statistics, and Reporting Procedures
1. Accident No accident investigation made by line supervision. 0
investigation by Line supervision makes investigations of medical injuries only. 10
line personnel Line supervision trained and make complete and effective investigations of all accidents; the
causes are determined; corrective measures initiated immediately with a completion date firmly 32
established.
In addition to items covered under Good, investigation is made of every accident within 24 hours of
40
occurrence. Reports are reviewed by the area engineer and construction manager.
2. Accident cause No analysis of disabling and medical cases to identify prevalent causes of accidents and locations
0
and injury where they occur.
location analysis
and statistics Effective analysis is by both cause and location maintained and first-aid cases. 3
In addition to effective accident analysis, results are used to pin-point accident causes so accident
8
prevention objectives can be established.
Accident causes and injuries are graphically illustrated to develop the trends and evaluate
10
performance. Management is kept informed of status.
3. Investigation of No program. 0
property
damage Verbal requirement or general practice to inquire about property damage accidents. 10
Written requirement that all property damage accidents of $50 and more will be investigated. 32
In addition, management requires a vigorous investigation effort on all property damage accidents. 40
4. Proper reporting Accident reporting procedures are inadequate. 0
of accidents and Accidents are correctly reported on a timely basis. 3
contact with
carrier In addition to Fair, accident records are maintained for analysis purposes. 8
In addition to Good, there is a close liaison with the insurance carrier. 10
TOTAL SCORE FOR SECTION E
Summary Description Score

A Organization and Administration
B Industrial Hazard Control
C Fire Control and Industrial Hygiene
D Supervisory Participation, Motivation, and Education
E Accident Investigation, Statistics, and Reporting Procedures
AVERAGE TOTAL
SCORE
0 - 59 = Poor
60 - 79 = Fair
80 - 89 = Good
90 - 100 = Excellent

APPENDIX B2 CONSTRUCTION SITE AUDIT GUIDE
V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\APPEND-B2.DOC 9/17/2004
Parsons
Construction Safety Audit Guide
Office Location: __________________________
Audit Date: __________________________
Satis- Unsatis-
Question factory factory N/A Comments
Are all worksites clean and orderly?
Are work surfaces kept dry or appropriate means taken to ensure that the surfaces are slip-
resistant?
Is combustible scrap, debris, and waste stored safely and removed from the worksite promptly?
Is accumulated combustible dust routinely removed from elevated surfaces, including the
overhead structure of buildings?
Is combustible dust cleaned with a vacuum system to prevent the dust from going into
suspension?
Is metallic or conductive dust prevented from entering or accumulation on or around electrical
enclosures or equipment?
Are covered metal waste cans used for oily and paint-soaked waste?
Are all oil- and gas-fired devices equipped with flame failure controls to prevent the flow of fuel if
pilots or main burners are not working?
Are paint spray booths, dip tanks, and similar equipment cleaned regularly?
Are the minimum number of toilets and washing facilities provided?

Are all toilets and washing facilities clean and sanitary?
Are all work areas adequately illuminated?
Are pits and floor openings covered or otherwise guarded?
Satis- Unsatis-

Personal Protective Equipment and Clothing
Are protective goggles or face shields provided and worn where there is any danger of flying
particles or corrosive materials?
B2-1
Are approved safety glasses required to be worn at all times in areas where there is a risk of eye
injuries such as punctures, abrasions, contusions or burns?
Satis- Unsatis-
B2-2
Appendix B2 - Construction Site Audit Guide

Personal Protective Equipment and Clothing
Are employees who need corrective lenses (glasses or contacts lenses) in working environments
with harmful exposures, required to wear only approved safety glasses, protective goggles, or use
other medically approved precautionary procedures?
Are protective gloves, aprons, shields, or other means provided against cuts, corrosive liquids,
and chemicals?
Are hard hats provided and worn where danger of falling objects exists?
Are hard hats inspected periodically for damage to the shell and suspension system?
Is appropriate foot protection required where there is the risk of foot injuries from hot, corrosive,
poisonous substances, falling objects, and crushing or penetrating actions?
Are approved respirators provided for regular or emergency use where needed?
Is all protective equipment maintained in a sanitary condition and ready for use?
Are eye wash facilities and a quick drench shower available within the work area where
employees are exposed to injurious corrosive materials?
Where special equipment is needed for electrical workers, is it available?
When lunches are eaten on the premises, are they eaten in areas where there is no exposure to
toxic materials or other health hazards?
Is protection against the effects of occupational noise exposure provided when sound levels
exceed those of the OSHA noise standard?
Satis- Unsatis-
Walkways
Are wet surfaces covered with non-slip materials?
Are holes in the floor, sidewalk, or other walking surface repaired properly, covered, or otherwise
made safe?
Is safe clearance provided for walking in aisles where motorized or mechanical handling
equipment is operating?
Are materials or equipment stored in so that PSP projectiles do not interfere with the walkway?
Are aisles or walkways that pass near moving or operating machinery, welding operations or
similar operations arranged so employees will not be subjected to potential hazards?
Is adequate headroom provided for the entire length of any aisle or walkway?
Are standard guardrails provided wherever aisle or walkway surfaces are elevated more than 30
inches above any adjacent floor or the ground?
Are bridges provided over conveyors and similar hazards?
Satis- Unsatis-

Floor and Wall Openings
Are floor openings guarded by a cover, guardrail, or equivalent on all sides (except at entrance to
stairways or ladders)?
Are toeboards installed around the edges of a permanent floor opening (where persons may pass
below the opening)?
Are skylight screens of such construction and mounting that they will withstand a load of at least
200 pounds?
Is the glass in windows, doors, glass walls that are subject to human impact, of sufficient
thickness and type for the condition of use?
Are grates or similar type covers over floor openings such as floor drains, of such design that foot
traffic or rolling equipment will not be affected by the grate spacing?
Are unused portions of service pits and pits not actually in use either covered or protected by
guardrails or equivalent?
Are manhole covers, trench covers and similar covers, plus their supports, designed to carry a
truck rear axle load of at least 20,000 pounds when located in roadways and subject to vehicle
traffic?
Are floor or wall openings in fire resistive construction provided with doors or covers compatible
with the fire rating of the structure and provided with self-closing feature when appropriate?
Satis- Unsatis-
Are standard stair rails or handrails on all stairways having four or more risers?

Are all stairways at least 22 inches wide?
Do stairs have at least a 6-foot-6-inch overhead clearance?
Do stairs angle no more than 50 and no less than 30 degrees?
Are stairs of hollow-pan-type treads and landings filled to noising level with solid material?
Are step risers on stairs uniform from top to bottom, with no riser spacing greater than 7½ inches?

Are steps on stairs and stairways designed or provided with a surface that renders them slip
resistant?
Are stairway handrails located between 30 and 34 inches above the leading edge of stair treads?
Do stairway handrails have at least 1½ inches of clearance between the handrails and the wall or
surface they are mounted on?

Are stairway handrails capable of withstanding a load of 200 pounds, applied in any direction?
Where stairs or stairways exit directly into any area where vehicles may be operated, are
adequate barriers and warnings provided to prevent employees stepping into the path of traffic?
B2-3
Do stairway landings have a dimension measured in the direction of travel, at least equal to width
of the stairway?
Is the vertical distance between stairway landings limited to 12 feet or less?
Satis- Unsatis-
B2-4

Elevated Surfaces
Are signs posted, when appropriate, showing the elevated surface load capacity?
Are surfaces elevated more than 30 inches above the floor or ground provided with standard
guardrails?
Are all elevated surfaces (beneath which people or machinery could be exposed to falling
objects) provided with standard 4-inch toeboards?
Is a permanent means of access and egress provided to elevated storage and work surfaces?
Is required headroom provided where necessary?
Is material on elevated surfaces piled, stacked, or racked in a manner to prevent it from tipping,
falling, collapsing, rolling, or spreading?
Are dock boards or bridge plates used when transferring materials between docks and trucks or
rail cars?
Satis- Unsatis-
Exiting or Egress
Are doors, passageways or stairways, that are neither exits nor access to exits and which could
be mistaken for exits, appropriately marked NOT AN EXIT, TO BASEMENT, STOREROOM,
etc.?
lettering at least ½ inch wide?
Are at least two means of egress provided from elevated platforms, pits or rooms where the
absence of a second exit would increase the risk of injury from hot, poisonous, corrosive,
suffocating, flammable, or explosive substances?
Are special precautions taken to protect employees during construction and repair operations?
Is the number of exits from each floor of a building, and the number of exits from the building
itself, appropriate for the building occupancy load?
Are exit stairways which are required to be separated from other parts of a building enclosed by
at least two-hour fire-resistive construction in buildings more than four stories in height, and not
less than one-hour fire resistive construction elsewhere?
When ramps are used as part of required exiting from a building, is the ramp slope limited to 1
foot vertical and 12 feet horizontal?
Where exiting will be through frameless glass doors, glass exit doors, storm doors, and such are
the doors fully tempered and meet the safety requirements for human impact?
Satis- Unsatis-

Exit Doors
Are doors that are required to serve as exits designed and constructed so that the way of exit
travel is obvious and direct?
Are windows that could be mistaken for exit doors, made inaccessible by means of barriers or
railings?
Where panic hardware is installed on a required exit door, will it allow the door to open by
applying a force of 15 pounds or less in the direction of the exit traffic?
Are doors on cold storage rooms provided with an inside release mechanism that will release the
latch and open the door even if it is padlocked or otherwise locked on the outside?
Where exit doors open directly onto any street, alley or other area where vehicles may be
operated, are adequate barriers and warnings provided to prevent employees stepping into the
path of traffic?
Are doors that swing in both directions and are located between rooms where there is frequent
traffic, provided with viewing panels in each door?
Satis- Unsatis-
Portable Ladders
Are all ladders maintained in good condition, joints between steps and side rails tight, all
hardware and fittings securely attached, and moveable parts operating freely without binding or

undue play?
Is it prohibited to place a ladder in front of doors opening toward the ladder except when the door

is blocked open, locked or guarded?
Is it prohibited to place ladders on boxes, barrels, or other unstable bases to obtain additional
height?
Are employees prohibited from using ladders that are broken, missing steps, rungs, or cleats,

broken side rails or other faulty equipment?
Are employees instructed not to use the top 2 steps of ordinary stepladders as a step?
When portable rung ladders are used to gain access to elevated platforms, roofs, and the like
B2-5
does the ladder always extend at least 3 feet above the elevated surface?
Is it required that when portable rung or cleat type ladders are used the base is so placed that
slipping will not occur, or it is lashed or otherwise held in place?
Satis- Unsatis-
B2-6

Portable Ladders
Are portable metal ladders legibly marked with signs reading "CAUTION" "Do Not Use Around
Electrical Equipment" or equivalent wording?
Are employees prohibited from using ladders as guys, braces, skids, gin poles, or for other than
their intended purposes?
Are employees instructed to only adjust extension ladders while standing at a base (not while
standing on the ladder or from a position above the ladder)?
Are metal ladders inspected for damage?
Are the rungs of ladders uniformly spaced at 12 inches, center to center?
Satis- Unsatis-
Hand Tools and Equipment
Are all tools and equipment (both company and employee-owned) used by employees at their
workplace in good condition?
Are hand tools such as chisels, punches, which develop mushroomed heads during use,
reconditioned or replaced as necessary?
Are broken or fractured handles on hammers, axes, and similar equipment replaced promptly?
Are worn or bent wrenches replaced regularly?
Are appropriate handles used on files and similar tools?
Are employees made aware of the hazards caused by faulty or improperly used hand tools?
Are appropriate safety glasses, face shields, and similar equipment used while using hand tools
or equipment that might produce flying materials or be subject to breakage?
Are jacks checked periodically to ensure that they are in good operating condition?
Are tool handles wedged tightly in the head of all tools?
Are tool cutting edges kept PSP so the tool will move smoothly without binding or skipping?
Are tools stored in dry, secure location where they won't be tampered with?
Is eye and face protection used when driving hardened or tempered spuds or nails?
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Portable (Power Operated) Tools and Equipment
Are grinders, saws, and similar equipment provided with appropriate safety guards?
Are power tools used with the correct shield, guard or attachment recommended by the
manufacturer?
Are portable circular saws equipped with guards above and below the base shoe?
Are circular saw guards checked to ensure that they are not wedged up, thus leaving the lower
portion of the blade unguarded?
Are rotating or moving parts of equipment guarded to prevent physical contact?
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Portable (Power Operated) Tools and Equipment
Are all cord-connected, electrically operated tools and equipment effectively grounded or of the
approved double insulated type?
Are effective guards in place over belts, pulleys, chains, and sprockets, on equipment such as
concrete mixers, air compressors, and the like?
Are portable fans provided with full guards or screens having openings 1/2 inch or less?
Is hoisting equipment available and used for lifting heavy objects, and are hoist ratings and
characteristics appropriate for the task?
Are ground-fault circuit interrupters provided on all temporary electrical 15 and 20 ampere
circuits, used during periods of construction?
Are pneumatic and hydraulic hoses on power-operated tools checked regularly for deterioration
or damage?
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Abrasive Wheel Equipment Grinders
Is the work rest used and kept adjusted to within 1/8 inch of the wheel?
Is the adjustable tongue on the top side of the grinder used and kept adjusted to within 1/4 inch of
the wheel?
Do side guards cover the spindle, nut, and flange and 75 percent of the wheel diameter?
Are bench and pedestal grinders permanently mounted?
Are goggles or face shields always worn when grinding?
Is the maximum RPM rating of each abrasive wheel compatible with the RPM rating of the grinder

motor?
Are fixed or permanently mounted grinders connected to their electrical supply system with
metallic conduit or other permanent wiring method?
Does each grinder have an individual on and off control switch?
Is each electrically operated grinder effectively grounded?

Before new abrasive wheels are mounted, are they visually inspected and ring tested?
Are dust collectors and powered exhausts provided on grinders used in operations that produce
large amounts of dust?
Are splashguards mounted on grinders that use coolant, to prevent the coolant reaching
employees?

Is cleanliness maintained around grinder?
B2-7
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B2-8

Powder Actuated Tools
Are employees who operate powder-actuated tools trained in their use and carry a valid
operator's card?
Do the powder-actuated tools being used have written approval of the Division of Occupational
Safety and Health?
Is each powder-actuated tool stored in its own locked container when not being used?
Is a sign at least 7" by 10" with bold type reading "POWDER-ACTUATED TOOL IN USE"
conspicuously posted when the tool is being used?
Are powder-actuated tools left unloaded until they are actually ready to be used?
Are powder-actuated tools inspected for obstructions or defects each day before use?
Do powder-actuated tools operators have and use appropriate personal protective equipment
such as hard hats, safety goggles, safety shoes, and ear protectors?
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Machine Guarding
Is there a training program to instruct employees on safe methods of machine operation?
Is there adequate supervision to ensure that employees are following safe machine operating
procedures?
Is there a regular program of safety inspection of machinery and equipment?
Is all machinery and equipment kept clean and properly maintained?

Is sufficient clearance provided around and between machines to allow for safe operations, set up
and servicing, material handling and waste removal?
Is equipment and machinery securely placed and anchored, when necessary to prevent tipping or
other movement that could result in personal injury?
Is there a power shut-off switch within reach of the operator's position at each machine?
Can electric power to each machine be locked out for maintenance, repair, or security?
Are the noncurrent-carrying metal parts of electrically operated machines bonded and grounded?
Are foot-operated switches guarded or arranged to prevent accidental actuation by personnel or
falling objects?
Are manually operated valves and switches controlling the operation of equipment and machines
clearly identified and readily accessible?
Are all emergency stop buttons colored red?
Are all pulleys and belts that are within 7 feet of the floor or working level properly guarded?
Are all moving chains and gears properly guarded?
Are splashguards mounted on machines that use coolant, to prevent the coolant from reaching
employees?
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Machine Guarding
Are methods provided to protect the operator and other employees in the machine area from
hazards created at the point of operation, ingoing nip points, rotating parts, flying chips, and
sparks?
Are machinery guards secure and so arranged that they do not offer a hazard in their use?
If special hand tools are used for placing and removing material, do they protect the operator's
hands?
Are revolving drums, barrels, and containers required to be guarded by an enclosure that is
interlocked with the drive mechanism, so that revolution cannot occur unless the guard enclosure
is in place, so guarded?
Do arbors and mandrels have firm and secure bearings and are they free from play?
Are provisions made to prevent machines from automatically starting when power is restored
after a power failure or shutdown?
Are machines constructed so as to be free from excessive vibration when the largest size tool is
mounted and run at full speed?
If machinery is cleaned with compressed air, is air pressure controlled and personal protective
equipment or other safeguards used to protect operators and other workers from eye and body
injury?
Are fan blades protected with a guard having openings no larger than 1/2 inch, when operating
within 7 feet of the floor?
Are saws used for ripping, equipped with anti-kick back devices and spreaders?
Are radial arm saws so arranged that the cutting head will gently return to the back of the table
when released?

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Lockout Blockout Procedures
Is all machinery or equipment capable of movement, required to be de-energized or disengaged

and blocked or locked out during cleaning, servicing, adjusting or setting up operations, whenever
required?
Is the locking-out of control circuits in lieu of locking-out main power disconnects prohibited?
Are all equipment control valve handles provided with a means for locking-out?
Does the lockout procedure require that stored energy (i.e. mechanical, hydraulic, air,) be

released or blocked before equipment is locked-out for repairs?
Are appropriate employees provided with individually keyed personal safety locks?
Are employees required to keep personal control of their key(s) while they have safety locks in
B2-9
use?
Is it required that employees check the safety of the lock out by attempting a start up after making
sure no one is exposed?
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B2-10

Lockout Blockout Procedures
Where the power disconnecting means for equipment does not also disconnect the electrical
control circuit:
Are the appropriate electrical enclosures identified?
Is a mean provide to ensure that the control circuit can also be disconnected and locked out?
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Welding, Cutting, and Brazing
Are only authorized and trained personnel permitted to use welding, cutting, or brazing
equipment?
Do all operators have a copy of the appropriate operating instructions and are they directed to
follow them?
Are compressed gas cylinders regularly examined for obvious signs of defects, deep rusting, or
leakage?
Is care used in handling and storage of cylinders, safety valves, relief valves, and the like, to
prevent damage?
Are precautions taken to prevent the mixture of air or oxygen with flammable gases, except at a
burner or in a standard torch?
Are only approved apparatus (torches, regulators, pressure-reducing valves, acetylene
generators, manifolds) used?

Are cylinders kept away from sources of heat?
Is it prohibited to use cylinders as rollers or supports?
Are empty cylinders appropriately marked their valves closed and valve-protection caps on?
Are signs reading: DANGER NO-SMOKING, MATCHES, OR OPEN LIGHTS, or the equivalent
posted?
Are cylinders, cylinder valves, couplings, regulators, hoses, and apparatus kept free of oily or
greasy substances?
Is care taken not to drop or strike cylinders?
Unless secured on special trucks, are regulators removed and valve-protection caps put in place
before moving cylinders?
Do cylinders without fixed hand wheels have keys, handles, or non-adjustable wrenches on stem
valves when in service?
Are liquefied gases stored and shipped valve-end up with valve covers in place?
Are employees instructed to never crack a fuel-gas cylinder valve near sources of ignition?
Before a regulator is removed, is the valve closed and gas released form the regulator?
Is red used to identify the acetylene (and other fuel-gas) hose, green for oxygen hose, and black
for inert gas and air hose?
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Welding, Cutting, and Brazing
Are pressure-reducing regulators used only for the gas and pressures for which they are
intended?
Is open circuit (No Load) voltage of arc welding and cutting machines as low as possible and not
in excess of the recommended limits?
Under wet conditions, are automatic controls for reducing no-load voltage used?
Is grounding of the machine frame and safety ground connections of portable machines checked
periodically?
Are electrodes removed from the holders when not in use?
Is it required that electric power to the welder be shut off when no one is in attendance?
Is suitable fire extinguishing equipment available for immediate use?
Is the welder forbidden to coil or loop welding electrode cable around his body?
Are wet machines thoroughly dried and tested before being used?
Are work and electrode lead cables frequently inspected for wear and damage, and replaced
when needed?
Do means for connecting cables' lengths have adequate insulation?
When the object to be welded cannot be moved and fire hazards cannot be removed, are shields
used to confine heat, sparks, and slag?
Are firewatchers assigned when welding or cutting is performed, in locations where a serious fire
might develop?
Are combustible floors kept wet, covered by damp sand, or protected by fire-resistant shields?
When floors are wet down, are personnel protected from possible electrical shock?

When welding is done on metal walls, are precautions taken to protect combustibles on the other
side?
Before hot work is begun, are used drums, barrels, tanks, and other containers so thoroughly
cleaned that no substances remain that could explode, ignite, or produce toxic vapors?
Is it required that eye protection helmets, hand shields and goggles meet appropriate standards?
Are employees exposed to the hazards created by welding, cutting, or bracing operations

protected with personal protective equipment and clothing?
Is a check made for adequate ventilation in and where welding or cutting is preformed?
When working in confined places are environmental monitoring tests taken and means provided
for quick removal of welders in case of an emergency?

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Compressors and Compressed Air
B2-11
Are compressors equipped with pressure relief valves, and pressure gauges?
Are compressor air intakes installed and equipped to ensure that only clean uncontaminated air
enters the compressor?
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B2-12

Compressors and Compressed Air
Are air filters installed on the compressor intake?
Are compressors operated and lubricated in accordance with the manufacturer's
recommendations?
Are safety devices on compressed air systems checked frequently?
Before any repair work is done on the pressure system of a compressor, is the pressure bled off
and the system locked-out?
Are signs posted to warn of the automatic starting feature of the compressors?
Is the belt drive system totally enclosed to provide protection for the front, back, top, and sides?
Is it strictly prohibited to direct compressed air towards a person?
Are employees prohibited from using highly compressed air for cleaning purposes?
If compressed air is used for cleaning off clothing, is the pressure reduced to less than 10 psi?
When using compressed air for cleaning, do employees use personal protective equipment?
Are safety chains or other suitable locking devices used at couplings of high pressure hose lines
where a connection failure would create a hazard?
Before compressed air is used to empty containers of liquid, is the safe working pressure of the
container checked?
When compressed air is used with abrasive blast cleaning equipment, is the operating valve a
type that must be held open manually?
When compressed air is used to inflate auto tires, is a clip-on chuck and an inline regulator preset
to 40 psi required?
Is it prohibited to use compressed air to clean up or move combustible dust if such action could
cause the dust to be suspended in the air and cause a fire or explosion hazard?
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Compressed Air Receivers
Is every receiver equipped with a pressure gauge and with one or more automatic, spring-loaded
safety valves?
Is the total relieving capacity of the safety valve capable of preventing pressure in the receiver
from exceeding the maximum allowable working pressure of the receiver by more than 10
percent?
Is every air receiver provided with a drainpipe and valve at the lowest point for the removal of
accumulated oil and water?
Are compressed air receivers periodically drained of moisture and oil?
Are all safety valves tested frequently and at regular intervals to determine whether they are in
good operating condition?
Is there a current operating permit issued by the Division of Occupational Safety and Health?
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Compressed Air Receivers
Is the inlet of air receivers and piping systems kept free of accumulated oil and carbonaceous
materials?
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Compressed Gas and Cylinders
Are cylinders with a water weight capacity over 30 pounds equipped with means for connecting a
valve protector device, or with a collar or recess to protect the valve?
Are cylinders legibly marked to clearly identify the gas contained?
Are compressed gas cylinders stored in areas, which are protected from external heat sources
such as flame impingement, intense radiant heat, electric arcs, or high temperature lines?
Are cylinders located or stored in areas where they will not be damaged by passing or falling
objects, or subject to tampering by unauthorized persons?
Are cylinders stored or transported in a manner to prevent them creating a hazard by tipping,
falling or rolling?
Are cylinders containing liquefied fuel gas, stored or transported in a position so that the safety
relief device is always in direct contact with the vapor space in the cylinder?
Are valve protectors always placed on cylinders when the cylinders are not in use or connected
for use?
Are all valves closed off before a cylinder is moved, when the cylinder is empty, and at the
completion of each job?
Are low pressure fuel-gas cylinders checked periodically for corrosion, general distortion, cracks,

or any other defect that might indicate a weakness or render it unfit for service?
Does the periodic check of low pressure fuel-gas cylinders include a close inspection of the
cylinders' bottom?
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Hoist and Auxiliary Equipment
Is each overhead electric hoist equipped with a limit device to stop the hook travel at its highest
and lowest point of safe travel?
Will each hoist automatically stop and hold any load up to 125 percent of its rated load, if its
actuating force is removed?

Is the rated load of each hoist legibly marked and visible to the operator?
Are stops provided at the safe limits of travel for trolley hoist?
B2-13
Are the controls of hoists plainly marked to indicate the direction of travel or motion?
Is each cage-controlled hoist equipped with an effective warning device?
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B2-14

Hoist and Auxiliary Equipment
Are close-fitting guards or other suitable devices installed on hoist to ensure that hoist ropes will
be maintained in the sheave groves?
Are all hoist chains or ropes of sufficient length to handle the full range of movement for the
application while still maintaining two full wraps on the drum at all times?
Are nip points or contact points between hoist ropes and sheaves which are permanently located
within 7 feet of the floor, ground or working platform, guarded?
Is it prohibited to use chains or rope slings that are kinked or twisted?
Is it prohibited to use the hoist rope or chain wrapped around the load as a substitute, for a sling?
Is the operator instructed to avoid carrying loads over people?
Are only employees who have been trained in the proper use of hoists allowed to operate them?
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Industrial Trucks – Forklifts
Are only trained personnel allowed to operate industrial trucks?
Is substantial overhead protective equipment provided on high lift rider equipment?
Are the required lift truck operating rules posted and enforced?
Is directional lighting provided on each industrial truck that operates in an area with less than 2
foot candles per square foot of general lighting?
Does each industrial truck have a warning horn, whistle, gong or other device which can be
clearly heard above the normal noise in the areas where operated?
Are the brakes on each industrial truck capable of bringing the vehicle to a complete and safe
stop when fully loaded?
Will the industrial truck's parking brake effectively prevent the vehicle from moving when
unattended?
Are industrial trucks operating in areas where flammable gases or vapors, or combustible dust or
ignitable fibers may be present in the atmosphere, approved for such locations?
Are motorized hand and hand/rider trucks so designed that the brakes are applied, and power to
the drive motor shuts off when the operator releases his/her grip on the device that controls the
travel?
Are industrial trucks with internal combustion engine operated in buildings or enclosed areas,
carefully checked to ensure such operations do not cause harmful concentration of dangerous
gases or fumes?
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Spraying Operations
Is adequate ventilation ensured before spray operations are started?
Is mechanical ventilation provided when spraying operation is done in enclosed areas?
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Spraying Operations
When mechanical ventilation is provided during spraying operations, is it so arranged that it will
not circulate the contaminated air?
Is the spray area free of hot surfaces?
Is the spray area at least 20 feet from flames, sparks, operating electrical motors, and other
ignition sources?
Are portable lamps used to illuminate spray areas suitable for use in a hazardous location?
Is approved respiratory equipment provided and used when appropriate during spraying
operations?
Do solvents used for cleaning have a flash point of 100E F or more?
Are fire control sprinkler heads kept clean?
Are "NO SMOKING" signs posted in spray areas, paint rooms, paint booths, and paint storage
areas?
Is the spray area kept clean of combustible residue?
Are spray booths constructed of metal, masonry, or other substantial noncombustible material?
Are spray booth floors and baffles noncombustible and easily cleaned?
Is infrared drying apparatus kept out of the spray area during spraying operations?
Is the spray booth completely ventilated before using the drying apparatus?
Is the electric drying apparatus properly grounded?
Are lighting fixtures for spray booths located outside of the booth and the interior lighted through
sealed clear panels?
Are the electric motors for exhaust fans placed outside booths or ducts?

Are belts and pulleys inside the booth fully enclosed?
Do ducts have access doors to allow cleaning?
Do all drying spaces have adequate ventilation?
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Entering Confined Spaces
Are confined spaces thoroughly emptied of any corrosive or hazardous substances, such as
acids or caustics, before entry?
Before entry, are all lines to a confined space, containing inert, toxic, flammable, or corrosive
materials valved off and blanked or disconnected and separated?

Is it required that all impellers, agitators, or other moving equipment inside confined spaces be
locked-out if they present a hazard?
Is either natural or mechanical ventilation provided prior to confined space entry?
B2-15
Before entry, are appropriate atmospheric tests performed to check for oxygen deficiency, toxic
substance, and explosive concentrations in the confined space before entry?
Is adequate illumination provided for the work to be performed in the confined space?
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B2-16

Entering Confined Spaces
Is the atmosphere inside the confined space frequently tested or continuously monitor during
conduct of work?
Is there an assigned safety standby employee outside of the confined space, whose sole
responsibility is to watch the work in progress, sound an alarm if necessary, and render
assistance?
Is the standby employee or other employees prohibited from entering the confined space without
lifelines and respiratory equipment if there are any questions as to the cause of an emergency?
In addition to the standby employee, is there at least one other trained rescuer in the vicinity?
Are all rescuers appropriately trained and using approved, recently inspected equipment?
Does all rescue equipment allow for lifting employees vertically from a top opening?
Are there trained personnel in First Aid and CPR immediately available?
Is there an effective communication system in place whenever respiratory equipment is used and
the employee in the confined space is out of sight of the standby person?
Is approved respiratory equipment required if the atmosphere inside the confined space cannot
be made acceptable?
Is all portable electrical equipment used inside confined spaces either grounded and insulated, or
equipped with ground fault protection?
Before gas welding or burning is started in a confined space, are hoses checked for leaks,
compressed gas bottles forbidden inside of the confined space, torches lighted only outside of the
confined area and the confined area tested for an explosive atmosphere each time before a
lighted torch is to be taken into the confined space?
If employees will be using oxygen-consuming equipment such as salamanders, torches,
furnaces, in a confined space, is sufficient air provided to ensure combustion without reducing the
oxygen concentration of the atmosphere below 19.5 percent by volume?
Whenever combustion-type equipment is used in confined space, are provisions made to ensure
the exhaust gases are vented outside of the enclosure?
Is each confined space checked for decaying vegetation or animal matter, which may produce
methane, hydrogen sulfide, etc?
Is the confined space checked for possible industrial waste, which could contain toxic properties?
If the confined space is below the ground and near areas where motor vehicles will be operating,
is it possible for vehicle exhaust or carbon monoxide to enter the space?
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Are employees instructed in proper first aid and other emergency procedures?
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Are hazardous substances identified which may cause harm by inhalation, ingestion, skin
absorption, or contact?
Are employees aware of the hazards involved with the various chemicals they may be exposed to
in their work environment, such as ammonia, chlorine, epoxies, and caustics?
Is the work area's ventilation system appropriate for the work being performed?
Are spray painting operations done in spray rooms or booths equipped with an appropriate
exhaust system?
Is employee exposure to welding fumes controlled by ventilation, use of respirators, exposure
time, or other means?
Are welders and other workers nearby provided with flash shields during welding operations?
If forklifts and other vehicles are used in buildings or other enclosed areas, are the carbon
monoxide levels kept below maximum acceptable concentration?
Has there been a determination that noise levels in the facilities are within acceptable levels?
Are steps being taken to use engineering controls to reduce excessive noise levels?
Are proper precautions being taken when handling asbestos and other fibrous materials?
Are caution labels and signs used to warn of asbestos?
Are wet methods used, when practicable, to prevent the emission of airborne asbestos fibers,
silica dust and similar hazardous materials?
Is vacuuming with appropriate equipment used whenever possible rather than blowing or

sweeping dust?
Are grinders, saws, and other machines that produce reparable dusts vented to an industrial
collector or central exhaust system?
Are all local exhaust ventilation systems designed and operating properly such as airflow and
volume necessary for the application? Are the ducts free of obstructions or the belts slipping?
Is personal protective equipment provided, used, and maintained wherever required?

Are there written standard operating procedures for the selection and use of respirators where
needed?
Is all water provided for drinking, washing, and cooking potable?
Are all outlets for water not suitable for drinking clearly identified?

Are employees' physical capacities assessed before being assigned to jobs requiring heavy
work?
B2-17

Where heat is a problem, have all fixed work areas been provided with spot cooling or air
conditioning?
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B2-18

Are employees screened before assignment to areas of high heat to determine if their health
condition might make them more susceptible to having an adverse reaction?
Are employees working on streets and roadways where they are exposed to the hazards of
traffic, required to wear bright colored (traffic orange) warning vest?
Are exhaust stacks and air intakes located that contaminated air will not be re-circulated within a
building or other enclosed area?
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Flammable and Combustible Materials
Are combustible scrap, debris, and waste materials (i.e. oily rags) stored in covered metal
receptacles and removed from the worksite promptly?
Is proper storage practiced to minimize the risk of fire including spontaneous combustion?
Are approved containers and tanks used for the storage and handling of flammable and
combustible liquids?
Are all connections on drums and combustible liquid piping, vapor and liquid tight?
Are all flammable liquids kept in closed containers when not in use (e.g. parts cleaning tanks,
pans)?
Are bulk drums of flammable liquids grounded and bonded to containers during dispensing?
Do storage rooms for flammable and combustible liquids have explosion-proof lights?
Do storage rooms for flammable and combustible liquids have mechanical or gravity ventilation?
Is liquefied petroleum gas stored, handled, and used in accordance with safe practices and
standards?
Are liquefied petroleum storage tanks guarded to prevent damage from vehicles?
Are all solvent wastes and flammable liquids kept in fire-resistant covered containers until they
are removed from the worksite?
Is vacuuming used whenever possible rather than blowing or sweeping combustible dust?
Are fire separators placed between containers of combustibles or flammables, when stacked one
upon another, to ensure their support and stability?
Are fuel gas cylinders and oxygen cylinders separated by distance, fire resistant barriers or other
means while in storage?
Are fire extinguishers selected and provided for the types of materials in areas where they are to
be used?
Class A: Ordinary combustible material fires.
Class B: Flammable liquid, gas or grease fires.
Class C: Energized-electrical equipment fires.
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Flammable and Combustible Materials
If a Halon 1301 fire extinguisher is used, can employees evacuate within the specified time for
that extinguisher?
Are appropriate fire extinguishers mounted within 75 feet of outside areas containing flammable
liquids, and within 10 feet of any inside storage area for such materials?
Is the transfer/withdrawal of flammable or combustible liquids performed by trained personnel?
Are fire extinguishers mounted so that employees do not have to travel more than 75 feet for a
class "A" fire or 50 feet for a class "B" fire?
Are employees trained in the use of fire extinguishers?
Are extinguishers free from obstructions or blockage?
Are all extinguishers serviced, maintained, and tagged at intervals not to exceed one year?
Are all extinguishers fully charged and in their designated places?
Is a record maintained of required monthly checks of extinguishers?
Where sprinkler systems are permanently installed, are the nozzle heads directed or arranged so
that water will not be sprayed into operating electrical switchboards and equipment?
Are "NO SMOKING" signs posted where appropriate in areas where flammable or combustible
materials are used or stored?
Are "NO SMOKING" signs posted on liquefied petroleum gas tanks?
Are "NO SMOKING" rules enforced in areas involving storage and use of flammable materials?
Are safety cans used for dispensing flammable or combustible liquids at a point of use?
Are all spills of flammable or combustible liquids cleaned up promptly?
Are storage tanks adequately vented to prevent the development of excessive vacuum or

pressure as a result of filling, emptying, or atmosphere temperature changes?
Are storage tanks equipped with emergency venting that will relieve excessive internal pressure
caused by fire exposure?
Are spare portable or butane tanks, which are sued by industrial trucks stored in accord with
regulations?

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Fire Protection

Have you established practices and procedures to control potential fire hazards and ignition
sources?
Are employees aware of the fire hazards of the material and processes to which they are
B2-19
exposed?
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B2-20

Fire Protection
counterweights?
contractor?
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Hazardous Chemical Exposures
Are employees trained in the safe handling practices of hazardous chemicals such as acids,
caustics, and the like?
Are employees aware of the potential hazards involving various chemicals stored or used in the
workplace--such as acids, bases, caustics, epoxies, and phenols?
Is employee exposure to chemicals kept within acceptable levels?
Are eye wash fountains and safety showers provided in areas where corrosive chemicals are
handled?
Are all containers, such as vats and storage tanks labeled as to their contents--e.g.
"CAUSTICS"?
Are all employees required to use personal protective clothing and equipment when handling
chemicals (i.e. gloves, eye protection, and respirators)?
Are flammable or toxic chemicals kept in closed containers when not in use?
Are chemical piping systems clearly marked as to their content?
Where corrosive liquids are frequently handled in open containers or drawn from storage vessels
or pipelines, are adequate means readily available for neutralizing or disposing of spills or
overflows properly and safely?
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Hazardous Chemical Exposures
Have standard operating procedures been established and are they being followed when
cleaning up chemical spills?
Where needed for emergency use, are respirators stored in a convenient, clean, and sanitary
location?
Are respirators intended for emergency use adequate for the various uses for which they may be
needed?
Are employees prohibited from eating in areas where hazardous chemicals are present?
Is personal protective equipment provided, used and maintained whenever necessary?
Are there written standard operating procedures for the selection and use of respirators where
needed?
If you have a respirator protection program, are your employees instructed on the correct usage
and limitations of the respirators?
Are the respirators NIOSH approved for this particular application?
Are they regularly inspected and cleaned sanitized and maintained?
If hazardous substances are used in your processes, do you have a medical or biological
monitoring system in operation?
Are you familiar with the Threshold Limit Values or Permissible Exposure Limits of airborne
contaminants and physical agents used in your workplace?
Have control procedures been instituted for hazardous materials, where appropriate, such as
respirators, ventilation systems, handling practices, and the like?
Whenever possible, are hazardous substances handled in properly designed and exhausted

booths or similar locations?
Do you use general dilution or local exhaust ventilation systems to control dusts, vapors, gases,
fumes, smoke, solvents or mists which may be generated in your workplace?
Is ventilation equipment provided for removal of contaminants from such operations as production
grinding, buffing, spray painting, and/or vapor decreasing, and is it operating properly?
Do employees complain about dizziness, headaches, nausea, irritation, or other factors of

discomfort when they use solvents or other chemicals?
Is there a dermatitis problem--do employees complain about skin dryness, irritation, or
sensitization?
Have you considered the use of an industrial hygienist or environmental health specialist to
evaluate your operation?

If internal combustion engines are used, is carbon monoxide kept within acceptable levels?
Is vacuuming used, rather than blowing or sweeping dusts whenever possible for clean up?
B2-21
Are materials that emit toxic asphyxiant, suffocating, or anesthetic fumes stored in remote or
isolated locations when not in use?
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B2-22

Hazard Communication
Is there a list of hazardous substances used in your workplace?
Is there a written hazard communication program dealing with material safety data sheets
(MSDS) labeling, and employee training?
Who is responsible for MSDSs, container labeling, and employee training?
Is each container for a hazardous substance (i.e. vats, bottles, storage tanks,) labeled with
product identity and a hazard warning (communication of the specific health hazards and physical
hazards)?
Is there a Material Safety Data Sheet readily available for each hazardous substance used?
How will you inform other employers whose employees share the same work area where the
hazardous substances are used?
Is there an employee training program for hazardous substances?
Does this program include:
An explanation of what an MSDS is and how to use and obtain one?
MSDS contents for each hazardous substance or class of substances?
Explanation of "Right to Know"?
Identification of where employees can see the employer's written hazard communication program
and where hazardous substances are present in their work area?
The physical and health hazards of substances in the work area, how to detect their presence,
and specific protective measures to be used?

Details of the hazard communication program, including how to use the labeling system and
MSDSs?
How employees will be informed of hazards of non-routine tasks, and hazards of unlabeled
pipes?
Satis- Unsatis-
Electrical
Are your workplace electricians familiar with the OSHA Electrical Safety Orders?
Do you specify compliance with OSHA for all contract electrical work?
Are employees instructed to make preliminary inspections and/or appropriate tests to determine
what conditions exist before starting work on electrical equipment or lines?
When electrical equipment or lines are to be serviced, maintained or adjusted, are necessary
switches opened, locked-out and tagged whenever possible?
Are portable electrical tools and equipment grounded or of the double insulated type?
Satis- Unsatis-

Electrical
Are ground-fault circuit interrupters installed on each temporary 15 or 20 ampere, 120 volt AC
circuit at locations where construction, demolition, modifications, alterations, or excavations are
being performed?
Are all temporary circuits protected by suitable disconnecting switches or plug connectors at the
junction with permanent wiring?
Is exposed wiring and cords with frayed or deteriorated insulation repaired or replaced promptly?
Are flexible cords and cables free of splices or taps?
Are clamps or other securing means provided on flexible cords or cables at plugs, receptacles,
tools, and equipment and is the cord jacket securely held in place?
Are all cord, cable, and raceway connections intact and secure?
In wet or damp locations, are electrical tools and equipment appropriate for the use or location or
otherwise protected?
Is the location of electrical power lines and cables (overhead, underground, under floor, other
side of walls) determined before digging, drilling or similar work is begun?
Are metal measuring tapes, ropes, hand lines or similar devices with metallic thread woven into
the fabric prohibited where they could come in contact with energized parts of equipment or
circuit conductors?
Is the use of metal ladders prohibited in area where the ladder or the person using the ladder
could come in contact with energized parts of equipment, fixtures, or circuit conductors?
Are all disconnecting switches and circuit breakers labeled to indicate their use or equipment
served?

Are disconnecting means always opened before fuses are replaced?
Do all interior wiring systems include provisions for grounding metal parts of electrical raceways,
equipment, and enclosures?
Are all electrical raceways and enclosures securely fastened in place?

Are all unused openings (including conduit knockouts) in electrical enclosures and fittings closed
with appropriate covers, plugs or plates?

Are electrical enclosures such as switches, receptacles, junction boxes, etc., provided with tight-
fitting covers or plates?
B2-23
Are disconnecting switches for electrical motors in excess of two horsepower, capable of opening
the circuit when the motor is in a stalled condition, without exploding? (Switches must be
horsepower rated equal to or in excess of the motor hp rating).
Satis- Unsatis-
B2-24

Electrical
Is low voltage protection provided in the control device of motors driving machines or equipment,
which could cause probably injury from inadvertent starting?
Is each motor disconnecting switch or circuit breaker located within sight of the motor control
device?
Is each motor located within sight of its controller or the controller disconnecting means capable
of being locked in the open position or is a separate disconnecting means installed in the circuit
within sight of the motor?
Is the controller for each motor in excess of two horsepower, rated in horsepower equal to or in
excess of the rating of the motor is serves?
Are employees who regularly work on or around energized electrical equipment or lines instructed
in the cardiopulmonary resuscitation (CPR) methods?
Are employees prohibited from working alone on energized lines or equipment over 600 volts?
Satis- Unsatis-
Noise
Are there areas in the workplace where continuous noise levels exceed 85 dBA? (To determine
maximum allowable levels for intermittent or impact noise, see 29 CFR 1910 and 1926)
Are noise levels being measured using a sound level meter or an octave band analyzer and
records being kept?
Have you tried isolating noisy machinery from the rest of your operation?
Have engineering controls been used to reduce excessive noise levels?
Where engineering controls are determined not feasible, are PPE or administrative controls (i.e.
worker rotation) being used to minimize individual employee exposure to noise?
Is there an ongoing preventive health program to educate employees in safe levels of noise and
exposure, effects of noise on their health, and use of personal protection?
Is the training repeated annually for employees exposed to continuous noise above 85 dBA?
Have work areas where noise levels make voice communication between employees difficult
been identified and posted?
Is approved hearing protective equipment (noise attenuating devices) available to every
employee working in areas where continuous noise levels exceed 85 dBA?
If you use ear protectors, are employees properly fitted and instructed in their use and care?
Are employees exposed to continuous noise above 85 dBA given periodic audiometric testing to
ensure that you have an effective hearing protection system?
Satis- Unsatis-

Fueling
Is it prohibited to fuel an internal combustion engine with a flammable liquid while the engine is
running?
Are fueling operations done in such a manner that likelihood of spillage will be minimal?
When spillage occurs during fueling operations, is the spilled fuel cleaned up completely,
evaporated, or other measures taken to control vapors before restarting the engine?
Are fuel tank caps replaced and secured before starting the engine?
In fueling operations is there always metal contact between the container and fuel tank?
Are fueling hoses of a type designed to handle the specific type of fuel?
Is it prohibited to handle or transfer gasoline in open containers?
Are open lights, open flames, or sparking or arcing equipment prohibited near fueling or transfer
of fuel operations?
Is smoking prohibited in the vicinity of fueling operations?
Are fueling operations prohibited in building or other enclosed areas that are not specifically
ventilated for this purpose?
Where fueling or transfer of fuel is done through a gravity flow system, are the nozzles of the self-
closing type?
Satis- Unsatis-
Identification of Piping Systems
When nonpotable water is piped through a facility, are outlets or taps posted to alert employees
that it is unsafe and not to be used for drinking, washing, or other personal use?

When hazardous substances are transported through above ground piping, is each pipeline
identified at points where confusion could introduce hazards to employees?
When pipelines are identified by color painting, are all visible parts of the line so identified?
When pipelines are identified by color painted bands or tapes, are the bands or tapes located at
reasonable intervals and at each outlet, valve or connection?

When pipelines are identified by color, is the color code posted at all locations where confusion
could introduce hazards to employees?
When the contents of pipelines are identified by name or name abbreviation, is the information
readily visible on the pipe near each valve or outlet?
When pipelines carrying hazardous substances are identified by tags, are the tags constructed of

durable materials, the message carried clearly ad permanently distinguishable and are tags
installed at each valve or outlet?
When pipelines are heated by electricity, steam or other external source, are suitable warning
B2-25
signs or tags placed at unions, valves, or other serviceable parts of the system?
Satis- Unsatis-
B2-26

Material Handling
Is there safe clearance for equipment through aisles and doorways?
Are aisle ways designated, permanently marked, and kept clear to allow unhindered passage?
Are motorized vehicles and mechanized equipment inspected daily or prior to use?
Are vehicles shut off and brakes set prior to loading or unloading?
Are containers or combustibles or flammables, when stacked while being moved, always
separated by dunnage sufficient to provide stability?
Are dock boards (bridge plates) used when loading or unloading operations are taking place
between vehicles and docks?
Are trucks and trailers secured from movement during loading and unloading operations?
Are dock plates and loading ramps constructed and maintained with sufficient strength to support
imposed loading?
Are hand trucks maintained in safe operating condition?
Are chutes equipped with sideboards of sufficient height to prevent the materials being handled
from falling off?
Are chutes and gravity roller sections firmly placed or secured to prevent displacement?
At the delivery end of rollers or chutes, are provisions made to brake the movement of the
handled materials.
Are pallets usually inspected before being loaded or moved?
Are hooks with safety latches or other arrangements used when hoisting materials so that slings
or load attachments won't accidentally slip off the hoist hooks?
Are securing chains, ropes, chockers, or slings adequate for the job to be performed?
When hoisting material or equipment, are provisions made to ensure that no one will be passing
under the suspended loads?
Are Material Safety Data Sheets available to employees handling hazardous substances?
Satis- Unsatis-
Transporting Employees and Materials
Is each van, bus, or truck used regularly to transport employees, equipped with an adequate
number of seats?
When employees are transported by truck, are provision provided to prevent their falling from the
vehicle?
Are vehicles used to transport employees, equipped with lamps, brakes, horns, mirrors,
windshields, and turn signals in good repair?
Satis- Unsatis-

Transporting Employees and Materials
Are transport vehicles provided with handrails, steps, stirrups, or similar devices, so placed and
arranged that employees can safely mount or dismount?
Are employee transport vehicles equipped at all times with at least two reflective type flares?
Is a full charged fire extinguisher, in good condition, with at least 4 B:C rating maintained in each
employee transport vehicle?
When cutting tools with PSP edges are carried in passenger compartments of employee transport
vehicles, are they placed in closed boxes or containers that are secured in place?
Are employees prohibited from riding on top of any load, which can shift, topple, or otherwise
become unstable?
Satis- Unsatis-
Control of Harmful Substances by Ventilation
Is the volume and velocity of air in each exhaust system sufficient to gather the dusts, fumes,
mists, vapors or gases to be controlled, and to convey them to a suitable point of disposal?
Are exhaust inlets, ducts and plenums designed, constructed, and supported to prevent collapse
or failure of any part of the system?
Are clean-out ports or doors provided at intervals not to exceed 12 feet in all horizontal runs of
exhaust ducts?
Where two or more different type of operations are being controlled through the same exhaust
system, will the combination of substances being controlled, constitute a fire, explosion or
chemical reaction hazard in the duct?

Is adequate makeup air provided to areas where exhaust systems are operating?
Is the intake for makeup air located so that only clean, fresh air, which is free of contaminates, will
enter the work environment?
Where two or more ventilation systems are serving a work area, is their operation such that one
will not offset the functions of the other?

Satis- Unsatis-
Sanitizing Equipment and Clothing
Is personal protective clothing or equipment that employees are required to wear or use, of a type
capable of being easily cleaned and disinfected?

Are employees prohibited from interchanging personal protective clothing or equipment, unless it
has been properly cleaned?
B2-27
Are machines and equipment, which processes, handle or apply materials that could be injurious
to employees, cleaned and/or decontaminated before being overhauled or placed in storage?
Are employees prohibited from smoking or eating in any area where contaminates are present
that could be injurious if ingested?
Satis- Unsatis-
B2-28

Sanitizing Equipment and Clothing
When employees are required to change from street clothing into protective clothing, is a clean
change room with separate storage facility for street and protective clothing provided?
Are employees required to shower and wash their hair as soon as possible after a known contact
has occurred with a carcinogen?
When equipment, materials, or other items are taken into or removed from a carcinogen
regulated area, is it done in a manner that will not contaminate non-regulated areas or the
external environment?
Satis- Unsatis-
Tire Inflation
Where tires are mounted and/or inflated on drop center wheels is a safe practice procedure
posted and enforced?
Where tires are mounted and/or inflated on wheels with split rims and/or retainer rings is a safe
practice procedure posted and enforced?
Does each tire inflation hose have a clip-on chuck with at least 24 inches of hose between the
chuck and an in-line hand valve and gauge?
Does the tire inflation control valve automatically shut off the airflow when the valve is released?
Is a tire restraining device such as a cage, rack, or other effective means used while inflating tires
mounted on split rims, or rims using retainer rings?

Are employees strictly forbidden from taking a position directly over or in front of a tire while it’s
being inflated?
Satis- Unsatis-
Does the emergency action plan comply with OSHA and NGSS requirements?
Have emergency escape procedures and routes been developed and communicated to all
employers?
Do employees, who remain to operate critical plant operations before they evacuate, know the
proper procedures?
perceptible above ambient conditions?
Do employees now their responsibilities:
Satis- Unsatis-

For conducting rescue and medical duties?
Satis- Unsatis-
Infection Control
Are employees potentially exposed to infectious agents in body fluids?
Have occasions of potential occupational exposure been identified and documented?
Has a training and information program been provided for employees exposed to or potentially
exposed to blood and/or body fluids?
Have infection control procedures been instituted where appropriate, such as ventilation,
universal precautions, workplace practices, and personal protective equipment?
Are employees aware of specific workplace practices to follow when appropriate? (Hand washing,
handling PSP instruments, handling of laundry, disposal of contaminated materials, reusable
equipment.)
Is personal protective equipment provided to employees, and in all appropriate locations?
Is the necessary equipment (i.e. mouthpieces, resuscitation bags, and other ventilation devices)
provided for administering mouth-to-mouth resuscitation on potentially infected patients?
Are facilities/equipment to comply with workplace practices available, such as hand-washing
sinks, biohazard tags and labels, needle containers, detergents/disinfectants to clean up spills?
Are all equipment and environmental and working surfaces cleaned and disinfected after contact
with blood or potentially infectious materials?

Is infectious waste placed in closable, leak proof containers, bags or puncture-resistant holders
with proper labels?
Has medical surveillance including HBV evaluation, antibody testing, and vaccination been made
available to potentially exposed employees?
Training on universal precautions?

Training on personal protective equipment?
Training on workplace practices, which should include blood drawing, room cleaning, laundry
handling, clean up of blood spills?
Training on needle stick exposure/management?
Hepatitis B vaccinations?

Satis- Unsatis-
B2-29
Ergonomics
Satis- Unsatis-
B2-30

Ergonomics
Are there sufficient rest breaks, in addition to the regular rest breaks, to relieve stress from
repetitive-motion tasks?
Are tools, instruments and machinery shaped, positioned, and handled so that tasks can be
performed comfortably?
Are all pieces of furniture adjusted, positioned, and arranged to minimize strain on all parts of the
body?
Satis- Unsatis-
Crane Checklist
Are the cranes visually inspected for defective components prior to the beginning of any work
shift?
Are all electrically operated cranes effectively grounded?
Is a crane preventive maintenance program established?
Is the load chart clearly visible to the operator?
Are operating controls clearly identified?
Is a fire extinguisher provided at the operator's station?

Is the rated capacity visibly marked on each crane?
Is an audible warning device mounted on each crane?
Is sufficient illumination provided for the operator to perform the work safely?
Are cranes of such design, that the boom could fall over backward, equipped with boomstops?
Does each crane have a certificate indicating that required testing and examinations have been
performed?
Are crane inspection and maintenance records maintained and available for inspection?
APPENDIX B3 OFFICE AUDIT PROTOCOL
Parsons
Office Audit Protocol

Office Location: __________________________
Audit Date: __________________________
Satis- Unsatis-
Are all workstations, cubicles, and offices clean and orderly?
Are work surfaces kept dry or appropriate means taken to ensure that the surfaces are slip-resistant?
Are warning signs available when items are spilled?
Is combustible scrap, debris and waste stored safely and removed from the office?
Are coffee pots turned off at night?
Is accumulated combustible dust routinely removed from elevated surfaces, including the overhead
structure of buildings?
Walkways
Is there safe clearance for walking in aisles where motorized or mechanical equipment is operating.
Are materials or equipment stored in such a way they will not interfere with the walkway?

Where stairs or stairways exit directly into any area where vehicles may be operated, are adequate
barriers and warnings provided to prevent employees stepping into the path of traffic?
Exiting or Egress

Are doors, passageways or stairways, that are neither exits nor access to exits and which could be
mistaken for exits, appropriately marked NOT AN EXIT, TO BASEMENT, STOREROOM, etc.?
lettering at least ½ inch wide?
B3-1

Satis- Unsatis-
B3-2
Appendix B3 – Office Audit Protocol

Are special precautions taken to protect employees during building maintenance, construction, and
repair operations?
Is the number of exits from each floor of a building, and the number of exits from the building itself,
appropriate for the building occupancy load?
Where exiting will be through frameless glass doors, glass exit doors, storm doors, and are such doors
fully tempered and meet the safety requirements for human impact?
Exit Doors
Are doors that are required to serve as exits designed and constructed so that the way of exit travel is
obvious and direct?
Are windows that could be mistaken for exit doors, made inaccessible by means of barriers or railings?
Where panic hardware is installed on a required exit door, will it allow the door to open by applying a
force of 15 pounds or less in the direction of the exit traffic?
Where exit doors open directly onto any street, alley or other area where vehicles may be operated,
are adequate barriers and warnings provided to prevent employees stepping into the path of traffic?
Are doors that swing in both directions and are located between rooms where there is frequent traffic
provided with viewing panels in each door?
Portable Ladders
Are all ladders maintained in good condition, joints between steps and side rails tight, all hardware and
fittings securely attached, and moveable parts operating freely without binding or undue play?
It is prohibited to place a ladder in front of doors opening toward the ladder except when the door is
blocked open, locked or guarded.
It is prohibited to place ladders on boxes, barrels, or other unstable bases to obtain additional height.
Are employees prohibited from using ladders that are broken, missing steps, rungs, or cleats, broken
side rails or other faulty equipment?
Are employees instructed not to use the top 2 steps of ordinary stepladders as a step?
When a portable rung ladder are used to gain access to elevated platforms and roofs, does the ladder
always extend at least 3 feet above the elevated surface?
Is it required that when portable rung or cleat type ladders are used the base is so placed that slipping
will not occur, or it is lashed or otherwise held in place?
Satis- Unsatis-

Are portable metal ladders legibly marked with signs reading "CAUTION" "Do Not Use Around
Electrical Equipment" or equivalent wording?
Is the work area’s ventilation system appropriate for the work being performed?
Fire Protection
Have you established practices and procedures to control potential fire hazards and ignition sources?
Are employees aware of the fire hazards of the material and processes to which they are exposed?
counterweights?


contractor?

B3-3
Satis- Unsatis-
B3-4

Electrical
Are employees instructed to make preliminary inspections and/or appropriate tests to determine what
conditions exist before starting work on electrical equipment or lines?
Are electrical enclosures such as switches, receptacles, junction boxes, etc., provided with tight-fitting
covers or plates?
Transporting Employees
Is each van, bus, or truck used regularly to transport employees, equipped with an adequate number of
seats?
Are seat belt requirements enforced by the driver?
Does the emergency action plan comply with OSHA, requirements?
Have emergency escape procedures and routes been developed and communicated to all employers?
Do employees, who remain to operate critical operations before they evacuate, know the proper
procedures?
perceptible?
Do employees know their responsibilities:
Satis- Unsatis-

Ergonomics
Are computers positioned so that tasks can be performed comfortably?
Are all pieces of furniture adjusted, positioned, and arranged to minimize strain on all parts of the
body?

B3-5

Oreword: Chairman and Chief Executive Officer President and Chief Operating Officer

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SHARP Management Manual

Version 1.0, August 2004

To assign responsibility without

V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\FOREWORD.DOC 9/17/2004

ROADMAP TO USING THIS MANUAL

PHASE 1: BUSINESS DEVELOPMENT

PHASE 4: CONSTRUCTION OR FIELD ACTIVITIES

PHASE 5: TESTING, PRECOMMISSIONING, OPERATIONS, OR DECOMMISSIONING

PHASE 6: PROJECT CLOSEOUT

V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\ROADMAP.DOC 9/17/2004 1

CLARIFY PARSONS’ SAFETY ROLE AND RESPONSIBILITIES

2 V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\ROADMAP.DOC 9/17/2004

V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\ROADMAP.DOC 9/17/2004 3

Exhibit 3 – SHARP Management Responsibilities Matrix

V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\ROADMAP.DOC 9/17/2004 5

Exhibit 4 – SHARP Management Checklists

6 V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\ROADMAP.DOC 9/17/2004

V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\TOC.DOC 9/17/2004 i

5. STAKEHOLDER PSP ALIGNMENT MEETING ..........................................................5-1

ii V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\TOC.DOC 9/17/2004

CONSTRUCTION OR FIELD PHASE

V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\TOC.DOC 9/17/2004 iii

TESTING, COMMISSIONING, OPERATIONS, AND DECOMMISSIONING PHASE

iv V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\TOC.DOC 9/17/2004

EXHIBITS AND APPENDICES

V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\LIST OF EXHIBITS.DOC 9/17/2004 v

Exhibits and Appendices

vi V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\LIST OF EXHIBITS.DOC 9/17/2004

V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\ACRONYMS.DOC 9/17/2004 1

2 V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\ACRONYMS.DOC 9/17/2004

REFERENCED WEB LINKS

V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\WEBLINKS.DOC 9/17/2004 1

ZERO INCIDENT TECHNIQUES AND SHARP MANAGEMENT

V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\SEC1.DOC 9/17/2004 1-1

Zero Incidents Techniques: A Snapshot of What and Why

1.1 ROLES AND RESPONSIBILITIES

1-2 V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\SEC1.DOC 9/17/2004

Project Role Project Responsibility

1.3 APPLYING ZERO INCIDENT APPROACH

V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\SEC1.DOC 9/17/2004 1-3

1.4 THE PROJECT SAFETY PLAN (PSP) OR

1.5 RISK MANAGEMENT

1-4 V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\SEC1.DOC 9/17/2004

1.6 HOW WILL WE MEASURE OUR PROGRESS?

V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\SEC1.DOC 9/17/2004 1-5

1.7 PARSONS WORKPLACE HEALTH AND SAFETY POLICY

1-6 V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\SEC1.DOC 9/17/2004

Exhibit 1-2 – Parsons Workplace Health and Safety Policy

V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\SEC1.DOC 9/17/2004 1-7

Exhibit 1-2 – Parsons Workplace Health and Safety Policy (Contd)

1-8 V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\SEC1.DOC 9/17/2004

Exhibit 1-2 – Parsons Workplace Health and Safety Policy (Contd)

V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\SEC1.DOC 9/17/2004 1-9

BUSINESS DEVELOPMENT PHASE

Developing teaming relationships includes considering the compatibility of Parsons’ safety

2.1 ROLES AND RESPONSIBILITIES

V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\SEC2.DOC 9/17/2004 2-1

Project Role Project Responsibility

2.3 GOLD TEAM REVIEWS

2-2 V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\SEC2.DOC 9/17/2004

2.4 TEAMING, JVS, AND SUBCONTRACT AGREEMENTS

HEALTH and SAFETY

V:\PETER KNOX\SHARP MANUAL\FILES TO BE PDFD\SEC2.DOC 9/17/2004 2-3