Leading Indicator

Core Values
Our effort in the pursuit of success
has been guided by the
principles and practices that has
developed and
followed over the years.
● Safety
● Training
● Quality
● Cost Control

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 For Safety Success, Core Culture must be
Supported by “The Right Attitude”

Important Daewoo E&C Attitudes:

● Work each day without an accident
● Never walk past an unsafe act or condition
● Train – Communicate – Train
● Safety is a team effort, all participate
(Contractors-Employees-Owners-Subcontractors-Vendors)
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 Leading Indicator

Taking the Next Step

Leading Indicators

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 Planning the Leading Indicators
● Comapny Program
● Questioned the Benefit
● Seemed Complicated
● How was this going to work?

● Committed to the Program

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 Involvement
Core Culture + Right Attitude +
at All Levels

Executives

Management

Supervision

Workforce

● Top to Bottom Commitment

● If Safety is Important to Management, it’s Important to All
● Visual Participation from the Top, Lead by Example
● Develop Vision and Action
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 Leading Indicators
● A Measurement of a System or Behavior
Related to Injury Prevention.

“What Gets Measured, Gets Attention”

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 Program Description and
Implementation

● Program Designed to Provide

– Ownership and Participation in Safety
– Identify, Measure and Manage Safety Behavior
– Reinforce Positive Safety Behavior

“Measure Successes vs. Failures”

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 Results

● Good Way to “Measure”

● Provided Accountability
● Monitors the Key Issues
● Involves Everyone
– Managers
– Project Team
– Craftsmen

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 Company Corporate HSE Audit

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 Project HSE Audit

Participated by Higher
Management
● Project Director
● Corporate HSE
Manager
● Project Manager
● Project HSE Manager

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 Analysis of Audit Report

● Audit Compnay
Safety program
● Suggestions to
Improve
● Share Lessons
Learned

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 Safety Conclusion

● Leading Indicators Can Work for Entire

Organization
● Develop a Path Forward
● Executive Meetings
● Implementation
– Site Specific Leading Indicator Plan

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 Program Description and
Implementation
Developing A Program
– Train Management in Fundamentals
– Establish Team to Design Program
– Establish Steering Committee to Actively
Participate in the Program
– Select and Train Observers

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 Implementation

• Train Management in
Fundamentals
– Understand Leading
Indicators
– Roles / Responsibilities
– Observation Process

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 Implementation
● Develop & Train Design
Team
– Establish Leading Indicators
– Develop the Observation
Process
● Measure and Document
Progress
● Establish Goals
● Determine Training Methods
– Develop Observation
Scorecard
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 Implementation
● Develop & Train Steering
Committee
● Develop Recognition
Program
● Communicate Information
● Action Items
● Monitor Programs
● Current Trends
● Evaluate Performance

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 Implementation

● Select / Train the

Observers
– Determine Number of
Observers
– Select Observers
– Train Observers
– Mock Observations
– Begin Observations

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 Observation Training

● Observation Card /
Form
● Observer
Responsibility
● Observation Process

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 Observation Card

SAFETY OBSERVATION REPORT

Date:_____________________ Time:____________________________
Company:_________________ Supervisor:________________________
Observation:_________________________________________________
____________________________________________________________
Action Taken:
Immediate Corrective Action:_________________________________
Action to Prevent Recurrence:_________________________________
Indirect Causes:__________________________________
Corrective Action:__________________________________
Commitment:__________________________________
Further Action or Help Needed?________________________________
____________________________________________________________
____________________________________________________________
Signature:___________________________________________________

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 Observation Card

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 The Observer
● Select an Area for
Observation
● Go Where the Action
is Taking Place
● Tell the Craft what you
are Doing
● Set a Good Example

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 Field Observation
● Look for Both Safe and At-Risk Behaviors
● Find Ways to Improve Employee Performance
● Monitor Results
● Behavioral Change / Habit

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 Project Team Participating in the
Program

Daily Tours

Making a Difference

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 JHA Focus

25 DW-HSE-TM033
 War Rooms

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 Data Analysis

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 Data Analysis

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 Understand Risks

10%
15% 30% Pinch Points
Slips, Trips, Falls
Lifting
Housekeeping
10%
Objects in Eyes
Cuts/Stitches
10% 15%
10% Others

Plan to Improve:
● Identifies training needs
● Allows specific focus
● Communicates to Crafts

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 Leading Indicators

13- 20-Feb 27- 6-Mar 13- 20-

Feb Feb Mar Mar
1 Training
2 Job Safety Plan
3 Toolbox Meetings and
4 JHA Hire Orientation
New
5 Housekeeping 3 1 0 0 0
6 Environmenta 1 1 1 0 0 0
7 l
MOT 0 0 0 0 0
8 Utilitie 0 0 0 0 0
9 s
PPE 2 1 1 2 0 0
10 Electrical / Assured Grounding 1 0 1 0 1
11 Monthly Emphasis 0 0 0 0 0
12 Crane Set-up and use 0 0 0 1 0
13 Acces 1 5 0 3 1 3
14 s
General Condition 2 7 3 6 2 5
15 Equipment 0 0 2 2 1
16 Cutting and W elding 1 0 0 2 2 0
17 Tool Safety 1 0 0 0 0
18 Ladders and Scaffold 0 1 1 0 1
19 Riggin 1 1 3 0 0
20 g
Fall 0 0 0 0 0
Protection
21 Excavation 2 0 1 0 0
Number of Unsafe Acts 4 8 1 2 2
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Trending up

30 Holding
Trending down
 Management Review

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 Leading Indicators – Keys to Success

● What Gets Measured Gets Attention

● Identify What’s Important to Measure
● Keep It Simple
● Utilize the Data to Get Ahead of Accidents
● After Improvement Achieved…Move to the
Next Level

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 Safety Success only comes when...
Safety is a Core Culture

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