Introduction Falls are one of the leading causes of workplace fatalities and violations related to fall protection have been at the top of the Occupational Health & Safety Administration's (OSHA) list for the past six years. Unfortunately, fall injuries and fatalities continue to increase, even with the safety industry working hard to reverse this trend. To be clear, I do not think building better and stronger personal protective equipment (PPE) for fall protection will change these results. Despite significant efforts by OSHA, the American National Standards Institute (ANSI) and other groups, the struggle against knowingly and unknowingly risky behaviors is our focus, and it is an uphill battle. A good safety record, coupled with entrenched methods of information processing, training, and social influences, can lull organizations into a false sense of security, leading many to believe they are good, rather than just lucky. While self-talk and mental shortcuts can lead to risky decision-making for workers, there are many practical and evolving methods for reducing falls. By recognizing the powerful social and cognitive factors that can impact behavior—and by implementing better systems through proven fall prevention and protection techniques—organizations can improve safety and reduce risk. Social and Cognitive Factors It is common for people to be shocked when they witness or view documentation of a worker actively overcoming safety precautions and putting themselves in harm's way. But it is understandable due to information-processing shortcuts—or heuristics—that are a commonly used cognitive tool. Heuristics are mental shortcuts that ease the load of decision making, although they limit a person's ability to reason intuitively. The failure in judgment and decision making is especially poor when related to issues with greater orders of magnitude (i.e., life and death) (Tversky & Kahneman, 1974).

Introduction The need to assist employers and employees in preventing electrical injuries and deaths has never been greater. With this need, there have been some major changes in the electrical safety standards, such as the National Fire Protection Association (NFPA) 70E, as well as Occupational Safety and Health Administration (OSHA) enforcement of these standards. Assessing electrical hazards and training workers can be a very complex task for most companies. One of the biggest problems with electrical hazards is that electricity cannot be seen, heard, or even smelled until it's too late. It is very difficult for people to give the proper respect for arguably the most powerful hazard in a facility when it is virtually invisible. In recent years, arc flash has been given a lot of attention. Explosions and burn injuries are easy to visualize compared to the invisible hazards, such as shock and electrocution. With the unacceptable death and injury rates caused by electrical hazards, OSHA compliance officers and safety professionals are taking another look at what can be done to protect workers and reverse years of complacency in electrical safety. This paper will help guide employers and employees in the direction of becoming compliant with the latest standards and enforcement of these standards.

How to Read This Paper This paper is written in two different styles. The first portion is written in story form. All of the concepts are contained in the story. The main characters of the story are Jeff, a safety team member, and Joe, who comes to Jeff during a dream he has on an airplane flight to a major safety conference. The second part of the paper addresses the "why and how to" aspects of the subject. The same principles are explained in each section, so if you like a good story, start at the beginning. Either way, it is said repetition is the mother of learning, and that is designed into this practical lesson. Thank you for taking the time to care enough about yourself, your family, your co-workers, and your friends to read this paper. Responding When Others Help You: A Story Joe shares a new idea with Jeff, "Up until now, we have been focused on how to share safety with someone else, and yet all communication has two sides. One of the most important things you can do to help yourself and others be safe is to respond in the best way possible. "Jeff, let me show you a situation where this happened. Interestingly enough, it was at a safety meeting for a company that cared about safety. They have special safety meetings for their employees where they bring in a professional safety speaker to remind them of how important it is to watch out for each other's safety."

Introduction In the past year alone, a number of significant events have occurred that have had implications and impact on global and local business. When the bombing in Brussels occurred, the airport was shut down for a significant period of time. What if you had business travelers in Brussels, or needed to ship product through that airport? Zika virus seemed to emerge from nowhere, and suddenly the fear of mosquito-borne illness took on mammoth proportions. Do you have employees and business operations in Brazil or Puerto Rico? What if business travelers to affected areas contract Zika virus? What if that business traveler is pregnant? How will you deal with this? How will you prevent or minimize exposure? Do you have the communication systems and resources in place for your company to anticipate, respond, and recover from the threats of a constantly changing landscape? Business today must not only be able to respond to an emergency, but must also be aware of the situations that can cause business interruption and take steps to mitigate them. What does it mean to be "prepared" for all hazards and to be resilient as an enterprise? What process should be in place on an ongoing basis to decrease risk from external threats to the business? Who should be on the "team," and what is the role of the health and safety professional in the process? This paper will address the basic elements of an all-threats preparedness strategy, the steps to achieve sustainable internal systems to anticipate and respond, and the essential role of the health and safety professional. The difference between preparedness, emergency response, and business continuity will be clarified. Businesses must have plans and teams in place that can flexibly respond to whatever event occurs, and base their process on previously agreed-upon principles. Stakeholder communication, roles and responsibilities, and tools to protect employees and company assets, must be in place before an event is active.

Introduction Preventing fatal and life-changing injury events moving forward will require a different approach than what the safety profession has been doing for most of the last 80 years. Heinrich's safety pyramid approach could only take us so far with its frequency-of-incidents approach. To get beyond that, we must look deeper into an organization's climate (or culture) to address the precursor events that lead to those situations that have the potential to result in a fatal or life-changing injury. Eastern Alliance Insurance Group, a worker's compensation insurance carrier, has developed an approach to address the critical cultural elements that must be in place to help an organization identify and address their risk factors, and implement proper controls to reduce the likelihood of fatal and life-changing injuries. Our approach to preventing fatal and life-changing injury events is called N3L3®, an acronym we use to identify the "culture" that needs to be in place to impact the potential for bad outcomes. N3L3 is derived from " the N ext Three Seconds – Protects Your L ife, Your L oved Ones and Your L ivelihood "®. It combines elements like: changing the perception of an employer as to what risk is; engaging them to be actively involved in identification of their potential exposures and managing them through various deeply ingrained practices that are intended to ensure every worker is aware of what needs to be done to accomplish each task safely; and empowering them without fear of reprisal to speak up when they have concerns. The N3L3 acronym was chosen, because it would be easy for workers to remember. N3L3 is intended to define a way of thinking and a mindset to help protect workers both at and away from work. Getting workers to think through a task and consider the potential consequences before they act, because in addition to protecting their L ife, their L oved Ones and their L ivelihood ; the Next Three Seconds, could be your Last Three seconds ®. Prevention of fatal and life-changing injuries requires changing how we think about risk: We must understand there is risk in everything we do; it can be negative, positive, minimal or great, but it is always there. Several key elements are incorporated into the N3L3 culture, including: understanding that the past does not always accurately predict the future when dealing with those events that seem to occur at random; conscious vs. intuitive thinking; actively assessing risks; pre-work planning; stop-work.

Introduction Wah wah wah wah wah—the trombone sound of the teacher talking in the Charlie Brown cartoon. Do you know what I am talking about? Another mind-numbing, boring regurgitation of uninteresting information presented by a droning monotone voice, "death by PowerPoint" or the dreadful "persistent slide reader." Have you ever attended this type of lecture, meeting, or conference session before? Of course you have. I have. Everyone has. Time and again, more often than not, this is the type of presentation we're exposed to. Let's face it, you would rather be playing sports, cards, exercising, or even working, than listening to this drivel. More importantly, you would rather be doing your favorite things with your family. Now, imagine you're not in this session by choice but your job requires you to attend. This can't get much worse! Oh wait, it can—today's topic, "Safety Training." Maslow's hierarchy, common sense, and those "favorite things with your family" would lead you to believe that staying alive would be of interest to most people. But sadly, safety is not everyone's favorite subject. No surprise though, considering most adults feel they are safe enough already, coupled with years of rules, procedures, negative enforcement (as opposed to positive reinforcement) and uncomfortable behavior change. I mean, think about it. When was the last time a police officer pulled you over and said, "Thanks for driving the speed limit?" As a safety instructor, this is what you're up against. Before you even begin, your students have a predisposed expectation that you will deliver yet another boring or repetitive class on a subject that they don't want or need. But what if you had an important message to deliver; a critical piece of information that would help them make it home to their family and their favorite things? And safety is always an important message, even if it is the umpteenth time through a regulatory refresher. Always. That's the real risk here; when an important message is missed because the instructor didn't get their students' attention, because of the "blah, blah, blahs."

Introduction When I had first arrived at my prior place of employment, I used whatever I could lay my hands on for training. I found several CDs at the site with a bunch of presentations on them, and went to town. Don't misunderstand me; purchased training presentations can be a good starting point. But once I got past the initial rush, I began to create my own site-specific training. In my personal protective equipment (PPE) training, for example, I used a football equipment analogy to get the employees to "buy into" my plan to change and upgrade their PPE. So, I showed them a visual history of football helmets. Much like football helmets had changed over the years, our PPE would also be changing. I had to overcome the "if is not broken, don't fix it" syndrome. (Not that that doesn't happen anywhere else, of course.) Now, besides being site specific, another benefit was realized. The employees knew I was putting in the time to create the training, and this made the training have a greater value to them. After all, perception is often reality, when it comes to effective training. Of course, I'm not the first person to realize that good training can be made better with a well-designed presentation. There are lots of books on the subject, so I'll only mention three of them here. Presentation Zen, by Garr Reynolds, is a book, and worth checking out. Its main advise is: "Use pictures." Images are remembered longer by people. There are several examples of before and after slides in this book. Beyond Bullet Points , by Cliff Atkinson, is another book on the subject. Its' big message is: "Tell a story, have a plot." Think of the presentation as a mini-movie, with a beginning, middle, and end. One of the interesting ideas from this book is the use of hidden slides for organizing a presentation when in "view-all-slides" mode. Then you have Slide:ology , by Nancy Duarte; this book contains lots of insight into slide design. It covers fonts, colors, placements, space, arrangement, backgrounds, text use, and images. It also gets into some fundamental animation, motion and multimedia methods. I've gone back and have reread this one a few times.

BBS Processes and Their Potential Behavior-based safety (BBS) methods entered their " heyday" in the 1980s and 1990s, largely driven by successful implementations in the military, petrochemical, and manufacturing industries. Widely touted and praised, they were adopted by many firms. Notably, many firms stayed " on the sidelines," to determine whether the methods would have sustainability and staying power. Properly done, these systems provide a new way to engage workers in safety, building on what we have learned about participative management over the last 100 years. Behavior-based methods providing positive feedback for desired behaviors, and those which encourage worker input, will continue to provide solid injury reductions. However, many BBS processes " miss the mark" and become a " paper chase." Does BBS Really Work? In a three-year study conducted by the American Society of Safety Engineers (ASSE) that was published in Professional Safety magazine in 2004, 300 construction firms were tracked. One half of the companies chose to implement a behavior-based, positive-reinforcement program. The other 150 companies did not implement a system. At the end of the three-year study, the firms who chose to implement a behavior-based, positive-reinforcement system had injury rates that were 50 percent lower than the firms that refused to try behavior-based recognition programs. There are numerous case studies that support these same findings, proving that these programs work. But to understand why they work, we must also explore why they fail.

Introduction According to the United States Bureau of Labor Statistics (BLS), in 2015 the occupational fatal injury rate in the United States was 3.4 (BLS, 2016). This represents a disappointing lack of change over the previous years' occupational fatal injury rates, with the average occupational fatal injury rate in the United States remaining at 3.4 since 2008, according to analysis of data found on the Bureau of Labor Statistics' website. Others within the safety profession have noted this stagnation of fatal incident statistics (Dekker & Pitzer, 2016; Loud, 2016; Manuele, 2013), each noting that progress in safety, as measured by the number of major accidents, appears to have plateaued. In a review of fatal injury rates in the United States conducted by the author, although the fatal injury rate has declined 35% from 1994 to 2015, in the last 10 years (2006– 2015), the fatal injury rate has only dropped by 15.8%. This plateauing of fatal injury rates suggests that progress in preventing major accidents may have the features of an asymptote , a line that approaches a curve but never touches it. As Dekker (2015, 28) notes, "asymptotes point to dying strategies." The strategies utilized to achieve the progress in preventing major accidents are providing diminishing returns. As a result, calls for new approaches to safety management have grown (Dekker, 2015; Dekker & Pitzer, 2016; Hollnagel, 2014; Hollnagel, Woods, & Leveson, 2006; Loud, 2016; Manuele, 2013). Safety Differently grew out of these calls, as safety researchers began to realize that traditional approaches were growing increasingly inadequate to deal with the complex realities of the work processes of today (Dekker, 2015; Hollnagel, 2014; Hollnagel, Woods, & Leveson, 2006; Hummerdal, 2017). Building upon decades of research in social and safety sciences, Safety Differently seeks to develop a more proactive, productive, and inclusive approach to safety management. Traditional safety management approaches tend to focus primarily on the prevention of negatives (Hollnagel, 2014). By contrast, Safety Differently seeks to identify and learn from things that go well as a means to not only prevent or minimize the negatives, but also to achieve more successful outcomes. This paper provides an overview of the Safety Differently approach, the basic tenets of Safety Differently, and recommendations for implementing a Safety Differently approach within an organization.

Summary This paper and the presentation will demonstrate - via The Plan, Do, Check, Act cycle (PDCA) - how to use ISO 45001 to get H&S risk management on your business agenda. We will demonstrate how to drive enhanced business excellence by integrating H&S risk management into the overall business framework in such a way that H&S risk management becomes part of the normal business processes of the organisation and second nature i.e. BUILT IN BUT NOT BOLTED ON! The process is one of evolution, not revolution, as the Standard provides a template that focuses on the positive aspects of effective business management, such as: Leadership; Planning; Support Mechanisms; Operational Management; Performance Evaluation and Continuous Improvement. The key parts of the Standard will be examined, and the presentation will highlight the PDCA cycle, and the goodness of fit between H&SRM systems and an overall business excellence model. The implementation of ISO 45001 into organisations will not only improve H&SRM, but will also enhance the way organisations conduct their operations, with increasingly organisations realizing that the management of H&S risks must be at the top of their agenda Accredited businesses will have a leading edge over their competitors which in turn results in business excellence, whilst not-for-profit organisations can be reassured that the management of their H&S risks will improve their operations and reduce the risks to their workers. Globally figures from the International Labour Organisation show there are annually: 2.3 million people killed by work accidents and disease 6,300 workplace deaths per day (one every 15 seconds) 313 million non-fatal work accidents 160 million people with occupational disease Clearly more needs to be done to reduce worker deaths' injuries and occupational ill-health, and the clear way forward is to adopt and implement a business focussed and integrated health and safety management system. The new ISO 45001 Standard will assist the global awareness of this business focussed and integrated approach, which will support the drive towards business excellence, coupled with other key business management methods.

Introduction In the oil and gas industry while working at the drilling rigs, dangers at workplaces are very high. As they say, in the battle of iron and flesh, Iron always win. Needless to say, working with steel is not easy and we have to prevent ourselves from being its victims. People should always be in defensive mode when it comes to working with steel and should stay ahead of the plan knowing the behavior of it. People working on the off-shore and on-shore drilling rigs are familiar with the dangers at work place and several tools are developed to enhance the understanding of individuals about identifying such hazards and hunting them down to prevent themselves and their fellow workers from being injured. Recently, one of our drilling units in the fleet found to have issues of not reporting incidents officially. This became serious when one such incident somehow got reported through a different channel (unofficially) where an involved crew member had fractured his ankle but no such thing was reported from the drilling unit. This raised a concern to find out why incidents are not being reported. It became a question of utter importance because many rigs state that they have worked 3 years without lost time injury, five years, some say ten years without any lost time injury. Now, to us, we think that this number may have been achieved by hiding small injuries, however, this could not be suddenly concluded unless/otherwise proved. So, conducted sessions on different drilling units one by one and tested the level of conformance of the implemented incident management process. Several sessions were held with the crews where they were asked about the barriers they see in reporting incidents. Below is a summary recorded from discussions with almost 115 employees of the drilling crew in eight different sessions on hiding and reporting injuries at work place. The later part covers another approach of highlighting incidents which were reported during 2014 and 2015 within the company. All those incidents reported in 2014 had several recommendations which were carried over to the next year and implemented slowly. This brought the introduction of new tools, modified procedures, changes in layouts etc. were implemented. The comparison of the incidents in 2014 with 2015 shows reduction in the incidents, which clearly tells that incident reporting has prevented many people from being injured, property from being damaged, environment from being harmed and reputation from being destroyed.

The title of this paper is the same as a new book/manual published by ASSE and coauthored by the author and his daughter, Krista S. Geller, Ph.D., who for a decade has worked as a safety professional for three organizations. Her real-world challenges at teaching and leading people-based safety informed the preparation of this book/manual. The label " book/manual" reflects the fact that this scholarship was designed to serve as a training manual for addressing the human dynamics of occupational safety. Seven critical lessons are explained and illustrated, accompanied by discussion questions and behavioral exercises with feedback opportunities. Here I review the seven life lessons on which our new book/manual is founded. Suppose you were asked to define and explain the top seven lessons you have learned about the psychology of safety, whether from a course in introductory psychology or anything you've heard or read regarding the dynamics of human experience, including a behavior-based or people-based safety workshop. Don't choose the most memorable, important, or most researched lessons, rather choose those evidence-based lessons you believe should be taught and disseminated worldwide to benefit the human dynamics of safety, security, and quality of life. Which would you choose? Before reading further, it would be beneficial to ponder this question and derive your own list of seven life lessons. As you read, compare your list with those discussed here, noting similarities and discrepancies. Obviously there's no universal answer to the question: " What are seven crucial life lessons from psychology that could benefit safety and human welfare on a large scale?" Answers will certainly be biased by personal experience, including idiosyncratic reading of diverse literature (including " pop psychology") and varied educational and/or research experiences at an educational or research institution and beyond. The seven life lessons presented here are derived from the author's intensive and extensive study of human dynamics–five years in graduate school and 48 years as a teacher and researcher of psychology at Virginia Tech (VT). The first four lessons connect directly to applied behavioral science (ABS) and the remaining three life lessons reflect humanism, a realm of psychology considered by many to be opposite to behavioral science. In fact, some readers will consider the life lessons derived from humanism to be an overly " radical" departure from behaviorism. Yet, a primary aim of this presentation is to convince you that these life-lessons should be accepted and deemed important by everyone in a work culture, from safety professionals and CEO's to the line wage workers, regardless of bias toward a particular domain of psychological science.

Introduction Choosing qualified subcontractors for your project will directly affect your bottom line. Successful projects result in happy owners, future work, lower insurance premiums and better EMR. Assisting contractors and subcontractors on our projects helps them improve their own programs resulting in retention of good workers, higher employee morale and may present a better opportunity to get competitive bid pricing on future work from these subcontractors. The success of a construction project is highly dependent on the solid foundation you build on, so starting off with a strong team of competent contractors and subcontractors gives you the best opportunity for success. As a result, we end up with a qualified subcontractor base for repeat business and an owner preferred contactor. Getting Started In order to be successful, both the owners and contractors need to have established processes in place. Some of the more common steps in this process may include: Solicitation for bid Submission of the contract with safety and health requirements to the bidders Review statistical data such as incident rates, OSHA citation history, safety and health procedures and EMR history Have candid discussion with prospective bidders to learn about their safety and health culture Contractors will be selected upon acceptance of their bid Every contractor and subcontractor must acknowledge they have received the owner's site specific safety plan and will comply with all safety procedures Hold HSE preconstruction meetings with the contractor or subcontractor to review safety submittals and clarify expectations Solicitation for Bid In Hawaii, due to the tight knit community, many of the contractors and subcontractors know each other quite well and frequently exchange information. This is how most companies hear about upcoming work. Meeting prospective contractors and subcontractors at the very beginning of the bid process will help establish a cohesive unit and lead to more open communication as the project progresses. However, at this stage of the bidding process, there may be very limited safety and health specifications and greater emphasis on scope of work and timeline schedules.

Introduction The declining health status of today's workforce has decreased the predictive value of risk assessment practices in Occupational Health and Safety (OHS), and has contributed to an emerging issue threatening workforce safety. Common risk assessment practices used across industries do not consider today's escalation in debilitating medical conditions among workers and the resulting increase in likelihood and severity of injury for the general workforce population. This paper will serve to expand the OHS professional's knowledge base regarding workforce health and raise awareness of this issue. Risk assessment is an essential component of any comprehensive safety and health program. This practice has been effective in reducing the likelihood of injury, illness or accident before such an adverse event is experienced. This fundamental practice has contributed to the standardization of safety practices through attempting to address the multitude of factors contributing to potential injury, illness or accident. Although necessary and utilized widely, the process of identification of potential harm to workers through risk assessment practices is losing effectiveness. This is a bold statement; however, we must acknowledge there is a glaring omission across the most commonly used risk assessment practices today: the underlying health status of the worker. A critical contributor, underlying health, is not considered in any of the commonly used risk assessment practices and therefore the physical and mental condition of the worker is assumed a constant in risk prediction. Yet this single unaccounted for factor is quite varied across individuals and one of the largest contributors to injury, illness and accident in the workplace. Underlying Health as a Deterrent to Workforce Safety and Productivity Health risk factors are physiological conditions or lifestyle habits, such as hypertension or smoking, which can negatively impact physical or cognitive functioning. Underlying health risk factors are associated with the increased incidence of declining health and the onset of diseases such as diabetes, heart disease or mental health issues. These health risk factors and diseases have an impact on basic human function such as potential decreased cognitive function or declining physical capacity. As a result underlying health and the presence of health risk factors are major determinants of both performance at work, and the likelihood and severity of workplace injury and illness.

Introduction I am often asked if I feel there is a difference between a leader and a manager. My answer is always an unequivocal yes. I am a firm believer in the statement that you manage things and you lead people . This is one of the missing pieces when it comes to many safety professionals …leadership training and the ability to influence. I have seen evidence of companies that do all types of company and regulatory training and completely disregard one the most important pieces of training for their leadership. And they sit back and wonder why their safety endeavors are not successful. It can be boiled down to lack of effective leadership and not being able to positively influence people. Let's cut to the chase. We need leaders that can influence people because we had 4,836 work place fatalities in the United States in 2015. This is the highest number since 2008. Why do we need effective and influential leaders? I think these numbers speak for themselves. Joseph Grenny, Kerry Patterson, David Maxfield, Ron McMillan and Al Switzer in their book, Influencer, The New Science of Leading Change state that what qualifies people to be called leaders is their capacity to influence others to change behavior in order to achieve results. Look at that one more time. At the end of the day, what qualifies people to be called leaders is their capacity to influence others to change their behavior in order to achieve important results. Definitions John Maxwell in his book, Developing the Leader Within You, simply states that " leadership is influence". Byrd Baggett in his book, Dare to Lead states that "the heroes are the leaders who realize the worth of people; those who understand the power of compassion; those who understand and value the dignity of employees. These men and women understand the wisdom of serving others and the positive influence that genuine concern for others have on the balance sheet."

Introduction Concern for worker safety and working conditions in the Middle East, and especially Qatar, is currently on the world stage (Cronin, 2017). This paper aims to present and discuss many of the challenges to achieving world class safety in this area, as well as the root causes and the successes and improvements that have been achieved. The solutions are not straight forward though. The barriers to achieving world class safety in the Middle East are deeply rooted in culture and are extremely complex. Working for the past six years in a safety leadership role, as well as being a female, I have been able to provide a unique approach and view to the situation in the Middle East and identify opportunities to overcome many cultural barriers to an injury free workplace. This paper presents information and first-hand experience I have gained working in the construction industry in the Middle East for the past six years, as well as much study and research into the complex cultural roots. As you read, it is important to remember that "culture" is not simply nationality or religion. The "culture" within the workforce and on our projects is a result of knowledge, experiences, values, attitudes, perceptions, social habits, etc.; as well as many years of conflict between countries and people. Current Economical Drivers in Middle East Before addressing the safety challenges, it's important to understand what is driving the rise in development and subsequent construction in the Middle East. The Gulf Region - or the Gulf Cooperation Council (GCC) - of the Middle East consists of Kuwait, Bahrain, Oman, Qatar, Saudi Arabia and the United Arab Emirates (UAE) (GCC n.d.). These are the areas surrounding the Arabian Gulf (Exhibit 1). These countries have undergone rapid economic, demographic and social changes in the past twenty years - mainly due to their oil and gas exports.

CDOT ROCIP Introduction--Relevant Background and History The Rolling Owner Controlled Insurance Program (ROCIP) described in this paper has been in effect from December 2012 to the present time. It involves the owner Colorado Department of Transportation (CDOT), the insurance broker Lockton Companies, and the insurance carrier Liberty Mutual. Background Generally speaking, a ROCIP is where the owner designs and purchases the insurance for basic and critical aspects of the work, enrolls the contractors as policyholders, and then accepts and manages risks and/or claims. What makes it ‘rolling’ is that not all construction projects bound by coverage will be started simultaneously. Projects are started and completed within the policy timeframe. The Program insurance broker helps with design, implementation and oversight. The Program insurance carrier helps with claims management and assists with risk tracking and reduction. Where terms and philosophies may be the same, each owner and -program's design and implementation may differ. Lastly, the contractor policyholders, both general and subcontractors are directly engaged and are the key element to a successful Program. History ROCIPs are not unique to other state Department of Transportation (DOT) construction projects, or Colorado highways. The Transportation Expansion Project conducted from 2001 thru 2007 was a $1BB plus project that performed under a Partner Controlled Insurance Program (PCIP). This project was the largest of its kind in the United States at the time as it addressed the 14th busiest highway and involved light rail construction along side. This project was notable not only for size and scope, but for being finished under budget, ahead of schedule and with minimal worker injuries or other insurance claims. Primary Goals & Objectives The primary goals for any construction project owner's commitment are costs, performance, schedule, quality, environment and safety. The key areas amplified by a transportation project and shared by CDOT's own exceptional needs, is to perform work that pays close attention to the traveling public, property protection, worker safety, public relations, and care for the taxpayer's investment. CDOT's ROCIP program does that in the past, present and future.

Introduction While it is easy to understand why an organization would want to improve safety performance, it is much more challenging to prescribe how an improvement will be achieved. Traditionally, organizations have measured the success of their safety improvement efforts by how well they avoid and prevent employees from getting injured, as evident in the various accident-based metrics used to measure and compare and contrast "safe" organizations from "un-safe" ones. Success or failure often hinges upon the absence of adverse events. Efforts to improve safety are typically based on improving some accident-based metric, and often with little consideration as to how these goals will be achieved. Narrowly focusing on improving accident-based metrics may result in some marginal safety improvement, but more likely will lead to the active concealment and underreporting of hazards and employee injuries (United States Dept. of Justice, 2013). Accident-based metrics are poor indicators of safety performance and just do not provide the insight necessary for organizational leadership to make informed decisions regarding safety and risk. A more effective approach to achieving sustainable safety improvements is needed. Through the process of incorporating formal goal-setting mechanisms into existing management processes, management can move beyond simple reductions in accident-based metrics and shift toward the implementation and integration of management processes and systems that bring about a greater clarity and focus to an organization's safety management and improvement efforts. The Issue with Accident-based Metrics As early as 1996, influential safety pioneer Dan Petersen wrote how measuring performance through accident based metrics was a " waste of time" and " meaninglessness." (Petersen, 1996, pp. 15–33; Petersen, 2001) Petersen went on to advocate that organizations should use "anything but accident based metrics" to measure the performance of management, and instead focus on the active participation in activities designed to improve safety performance. Let me be clear; results matter! Preventing injuries and accidents matter! Demonstrating measurable improvement in our ability to prevent accident and injuries, through recognizing and reducing risk, matter! Organizations should never abandon their "zero-injury" mindset, yet be mindful that having a "zero-injury" mindset is not a sustainable safety improvement strategy.

Introduction On 4 November 2010, 469 people on a flight from Singapore to Sydney were in the centre of dramatic events that had the potential to go down as one of the world's worst air disasters. Shortly after leaving Changi Airport, an explosion shattered Engine 2 of Qantas Flight QF32 - an Airbus A380. Hundreds of pieces of shrapnel ripped through the wing and fuselage, creating chaos as vital flight systems and back-ups were destroyed or degraded. The crisis showed every sign of ending tragically. Instead, the plane landed safely a few hours later at Changi airport in Singapore with all people on board unharmed. At the height of the crisis, the A380's electronic centralised aircraft monitoring system (ECAM) was spitting out hundreds of alerts on what was wrong with the plane and instructions on what the pilots were required to do to address those defects. It was at this pivotal moment that Captain Richard de Crespigny made a profound decision. As he recalls in his book on the crisis: " I was growing tired of being reactive to the ECAM and I wanted something positive to focus on. There were too many alerts, too many things broken and not much to be achieved by dwelling on them ." At that moment, Captain de Crespigny had what he called an epiphany: " I inverted the logic. I remembered what Gene Kranz, NASA's Flight Director said during the Apollo 13 mission: ‘Hold it, gentlemen, hold it! I don't care what went wrong. I need to know what is still working on that space craft.’ We went back to basics and it became easy ." Captain de Crespigny's actions in focusing on what was right with the plane on that day rather than what was wrong with it, allowed him and his crew to land the plane safely, saving the 469 lives on board. Are these lessons for safety professionals from this?

Executive Summary The purpose of this project was for a team of Safety, Health & Environment (SH&E) professionals from across AECOM divisions to conduct research on industry best practices in training, to develop company-wide training matrices and to describe methods of tracking compliance that will optimize SH&E training and employee development across global AECOM. To benchmark industry best practices for SH&E training, a survey was administered to two separate consortiums of high-performing companies. The survey was developed to understand both the typical levels of effort expended in SH&E training and the best practices in training for high performing organizations. The survey assessed how many SH&E training hours per year an average worker receives (office vs. field); the duration of new hire SH&E orientation; the duration and frequency of driver training; training delivery methods (live vs. computer-based); and the metrics that drive SH&E training practices. Results of this survey are contained below. The following is a summary of recommendations from the team's research. These recommendations are detailed further below. As a professional consulting/construction services firm, we need to offer our clients talent and expertise. It is critical that we invest in the development of our professionals to integrate safety in every aspect of our work. The key to a solid return in SH&E training investment is to focus on skills, behaviors, and desired competencies that will give AECOM professionals the ability to perform any and all client work injury free. A heavy emphasis should be placed on nurturing future SH&E leaders within operations and strategically focusing SH&E training on appropriate personnel. Based upon the team's experience, research, and interviews, AECOM will be able to positively influence the overall safety culture of the company through the recommendations summarized above and contained in the body of the paper below. The desired state of the AECOM safety culture is one where leaders effectively promote their commitment to the wellbeing of their people. In return, the people put forth maximum efforts to protect and advance the well-being of one another and the organization.