The Quest for Injury-Free Performance

1. The Quest for Injury-Free Performance “An Intel Perspective”

2. Agenda • Background • The Challenge • Injury-Free Environment • Breakthrough Performance • The Results

3. Background • Intel is committed to providing the safest workplace possible for both its employees and contractor workforce. • Through management commitment, leadership, and relationships with organizations like CII, we obtained world-class safety performance on projects worldwide. • Our next challenge was the creation of an Injury-Free Environment…which would require a performance breakthrough.

4. Challenging World-Class Performance • Between 1994-99, our construction safety performance improved from average to world class (< 1.0 RIR). • After obtaining the world-class milestone, we were still experiencing: • hundreds of preventable injuries. • numerous incidents and serious near-misses. • costly production interruptions. • After thoroughly evaluating current conditions vs. goals, changes were made to: • new and renewed focus areas. • how we “managed” safety. • how we reacted to individual incidents and injuries.

5. Why World Class Wasn't Enough • Achieving global, world-class performance reflected five years of: • dedication • commitment • leadership • partnership with the construction industry • World-class performance still represented numerous injuries, incidents, and near-misses. • Being satisfied with world-class performance was in conflict with our Injury-Free Environment.

6. Injury-Free Environment • Our Injury-Free Environment is based on one main belief… All Injuries are Preventable! • This one principle was the foundation that enabled world-class performance. • Obtaining “Injury-Free Performance” is the new challenge.

7. Performance Breakthroughs! • Predict and prevent injuries/incidents. • Measure safety commitment and cultural maturity. • Improve management’s leadership skills. • Development of “Precipitating Events.” • Streamline programs, policies & procedures.

8. Predicting and Preventing • Detailed processes that identify, assess, and mitigate risk: • Safety Leadership Team • High-Risk Task Force • Phase Specific Safety Program • Detailed Job Hazard Analysis and Database • Three-Week Look Ahead ― EHS Planning Tool • Safe Behavior Observation Program

9. Leading Indicators • Leading indicators were created that evaluated: • Behaviors • Conditions • Environment • Planning • Management leadership and commitment • Project’s cultural maturity • Used in addition to lagging indicators with equal weighting.

10. Cultural Leadership • Developed Cultural Leadership Workshops for both senior and project management: • How to create/evolve a culture • Cultural leadership “do’s & don’ts” • Management’s role • Creation of Safety Executive Leadership Team • Focus was on differences between managing and leading an Injury-Free Environment.

11. Precipitating Events • Created Precipitating Event classifications: • What worker was doing at time of incident. • Evaluates actions and conditions before injury. • Evaluate the behavior “failure mechanism” • Data indicates most injuries occur while: • Walking in work area. • Material handling. • Using power tools. • Working in awkward postures.

12. Program Evaluation • Evaluated, reduced, streamlined: • Less prescriptive and added flexibility. • Implemented Ergonomic Intervention Program. • Hazard recognition/mitigation requirements. • Creating Lessons Learned/Best Known Methods database for shared learnings. • Empowers contractor ownership in creating an Injury-Free Environment.

13. Were We Successful? • Did we eliminate the early project injury spike? • What impact have “ergonomic interventions” had on injury reduction and productivity? • Has management’s new cultural leadership skills made a difference? • How much closer are we in our quest towards Injury-Free Performance?

14. Workshop Grand Ballroom 3:30-4:30 pm 4:45-5:45 pm