Safety Plan

Kiewit Building Group
20 Safety Plan 2012 afety
2012 Safety Plan (Rev 1/12)
To All Kiewit Building Group Employees: The responsibility for safety lies with each of us as employees. We must continually be on the alert for unsafe behaviors or conditions and correct them immediately. Furthermore, we should do our part to ensure we approach these actions in a positive, constructive manner to teach, rather than to enforce. Incident prevention and the reduction of on-the-job injuries are the two major responsibilities of every employee of the Kiewit Building Group. All employees must be dedicated to ensure that the safety program achieves the highest possible standard of incident prevention. Peter Kiewit said, in 1965, I cannot stress too strongly that a safety program in itself cannot save lives or prevent injury. In the final analysis, results are determined by the manner in which everyone carries out their assignments I expect each of you to exercise a high degree of safety awareness. I expect each of you to recognize an unsafe condition quickly and correct it immediately. I hope you will never behave impulsively and without regard for your safety or the safety of others. Kiewit Building Groups Safety Program has the following objectives: 1. The safety and well-being of each employee and their family, by providing a safe and healthy working environment. 2. Spreading ownership for environmental, safety and health excellence throughout the District. 3. Motivating every employee to think about their safety before they perform an activity. 4. Eliminating accidents by taking personal responsibility for ourselves and each other. With these objectives in mind, Kiewit Building Group has developed our 2012 Safety Plan. The effectiveness of our safety program depends upon the full participation and cooperation of our supervisors, craftsmen, and subcontractors, plus the coordination of their efforts in carrying out our planned safety procedures for each operation. We must continuously improve our safety processes and practices as we strive for our goal of zero accidents. In 2012 we are instituting the 5 Key Elements to assist in running our work safely. You are expected to follow these 5 Key Elements on all Kiewit Building Group projects: 1. 2. 3. 4. 5. Prepare a good hazard analysis with good crew involvement. Make sure the hazard analysis is always followed in the field. Hold people accountable for their actions. Be involved and watch our work. Report and investigate incidents.
I encourage you to take the time necessary to become familiar with our 2012 Safety Plan and become engaged in the safety process. I would also ask that you think, just as the logo on your hard hat says, Safety Begins with ME and together, lets do our best to see that Nobody Gets Hurt on our jobs. Thank you for your continued efforts. KIEWIT BUILDING GROUP Signed Joseph R. Lempka District Manager
Table of Contents
Section Title Page Section 1: Statement of Policy ................................................................................................................... 1 Section 2: Safety Philosophy and Objectives ............................................................................................. 2 Section 3: Safety Responsibilities .............................................................................................................. 3 Section 4: Three-Step Orientation Program .............................................................................................. 9 Section 5: Training ................................................................................................................................... 13 Section 6: Planning................................................................................................................................... 18 Section 7: Safety Communication ............................................................................................................ 21 Section 8: Inspections .............................................................................................................................. 25 Section 9: Safety Committees .................................................................................................................. 29 Section 10: Subcontractor Management ................................................................................................... 31 Section 11: Investigating, Reporting and Record Keeping ......................................................................... 33 Section 12: Recognition and Rewards Program......................................................................................... 43 Section 13: Accountability ......................................................................................................................... 45 Attachments A Project Safety Program Assessment Checklist B C D E F G H I J K L M N O P Hazard Analysis Forms / Two-Minute Minder Job Start-Up Checklists New Hire Orientation Checklists Employee Safety Questionnaire Project Manager/Job Superintendent Safety Walk Superintendent Safety Walk Safety Inspection Checklists OSHA Inspection Report Incident Investigation Reports Investigating a Serious Incident Incident Alert (Blank) Subcontractor Safety Monitoring Program Written Safety Violation Form/Disciplinary Action Tracking Log Subcontractor Pre-Construction Safety Meeting Crisis Management Plan
Section 1:
Statement of Policy
It is the policy of the Kiewit Building Group to provide a safe and healthful workplace for our employees and to perform work in the safest manner possible. To fulfill the requirements of this policy, an organized and effective safety program must be carried out in all of our operations. Responsibility for implementing this program and development of the safety culture is delegated to line supervision in accordance with the chain-of-command. Safety managers/supervisors, when assigned to a project, are a resource to line personnel and assist with plan implementation. Their presence does not relieve line supervision of their safety responsibilities.
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Section 2:
Safety Philosophy and Objectives
The goal of the Safety Program is to prevent incidents. An incident is any unplanned and unintended event that disrupts the orderly process of performing work. All incidents, by this definition, result in loss due to job disruption and delays, and often involve losses due to personal injury, equipment damage, property or material damage or a combination of one or more of these factors. The prevention of all incidents must be our objective. By always choosing to be Kiewit Safe, incidents are preventable. We can successfully attain our goal of zero incidents if we plan safety into the operation, communicate risks and prevention methods to our employees, and monitor their performance to eliminate any unsafe behaviors and unsafe conditions. The focus of our safety program is not about lowering our recordable incidence rate it is about your ability to earn a living, support your family and those who depend on you, and enjoy yourself away from work. You are the Key! You have the ability to protect yourself and your coworkers by embracing the Kiewit Safe attitudenot only at work but away from the job as well. By implementing the requirements in this safety plan and developing the Kiewit Safe attitude we can meet the following expectations: 1. 2. 3. 4. 5. 100% SAFE BEHAVIORS BY OUR EMPLOYEES. CONTINUOUS IMPROVEMENT OF THE SAFETY PROCESS. WORK EACH DAY INCIDENT FREE. PROMOTE SAFETY AS A VALUE. SPREAD SAFETY OWNERSHIP BY INVOLVEMENT OF ALL EMPLOYEES.
You will be successful if you use the ideas promoted in this Kiewit Safe program: Training, daily and focused hazard recognition and communication, craft involvement in the safety program, and most importantly, the willingness to never walk past an unsafe behavior or condition. If an incident is prevented today, by the actions you take today, you are extremely lucky. You just happened to be in the right place at the right time. Incidents in the future are prevented by the actions taken today. If high expectations are set, and compliance is demanded, in time, employees will move from a management-directed compliance process to one where they self-enforce and perform work safely on their own as expected. To help us achieve these expectations, each job will develop, communicate and enforce a site specific project safety plan.
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Section 3:
Safety Responsibilities
We must work together to achieve our goal of Nobody Gets Hurt. We are responsible for providing a safe and healthful workplace for our employees, subcontractors, vendors, and visitors. In this regard, the Project Superintendent has the highest level of management responsibility for safe performance of the work. It also requires that all supervisory personnel be trained in hazard recognition and safe work practices; have the skills to convey these elements, and foster an environment in pursuit of our objectives. Without regard to our individual job classification we all have basic responsibilities as professionals with regard to safety. On Kiewit Building Group projects these 5 Key Elements will be followed by all of our employees and subcontractors: 1. 2. 3. 4. 5. Prepare a good hazard analysis with good crew involvement. Make sure the hazard analysis is always followed in the field. Hold people accountable for their actions. Be involved and watch our work. Report and investigate incidents.
Knowing how important both offsite and onsite management involvement is to the success of our safety program, the following minimum activities are set forth to ensure our crews understand our overall commitment to the safety and well-being of our employees. 1. District / Area Level Senior Management: Senior management shall establish goals, allocate resources, assign responsibilities, and be engaged in the safety program implementation. Senior management is responsible to ensure project management is fulfilling their roles in safety on the project. a. b. c. d. e. Ensure the 5 Key Elements are followed. Lead by Example. Establish high standards of safety expectations for District and projects. Ensure each project under their control has been planned with safety as an integral function of the job. Include safety performance in all evaluations of salaried personnel when considering raises, promotions, bonuses, etc. Seek Safety Staff perspective on field supervisory safety performance. Enforce and abide by the safety requirements. Become actively involved by participating in job safety meetings and training, etc. Area Managers and Sponsors will be advocates of the safety enhancement programs. They will train supervisors and verify areas under their control have full participation and are engaged in the process. Area Managers and Sponsors will schedule and conduct monthly safety field assessments and tabletop discussions of their jobs with the District & Area Safety Managers. Provide accountability. Ensure consistency in the use and application of our safety policies, goals and expectations.
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District Safety Manager: The District Safety Manager reports directly to the District Manager through the District Operations Manager and is responsible for developing, implementing, communicating and monitoring all aspects of the safety program, consistent with district policy. The District Safety Manager shall provide goals, assign responsibilities, and assure consistent implementation of the Safety Plan. These elements will be established and carried out with the assistance of the Area (Regional) Safety Managers. The District Safety Manager is expected to: a. b. c. d. Ensure the 5 Key Elements are followed. Lead by Example. Provide training for newly hired safety supervisors in accordance with corporate guidelines. Review and be knowledgeable of safety regulations, standards, and company policies and formulate uniform interpretation and compliance procedures, as required, which shall be disseminated to affected projects and district personnel. Conduct periodic audits and surveys of all work locations. Maintain an overview of safety performance on a summary basis and distribute reports according to company requirements. Assist each KBG Area with their project safety planning for big risk activities. Communicate the Safety Programs of the district as well as the corporate enhancement programs. Provide advice on special problems and disciplinary action recommendations. Receive notification of all OSHA inspections and attend if feasible. Determine and implement a response to any OSHA citations. Develop and implement safety training as needed or when specifically requested. Communicate the district safety plan and the corporate safety enhancement programs. Review and evaluate safety and health methods, products, and devices and make recommendations regarding their use. Oversee the implementation of the District Substance Abuse Policy. Assure district safety records are accurate and reported as required by regulations. Publish a monthly report to district and job management. Distribute periodic safety bulletins.
e. f. g. h. i. j. k. l. m. n.
Area Safety Managers: The Area (Regional, e.g., Hawaii/Alaska Areas) Safety Managers report directly to the District Safety Manager while closely coordinating with their Area Managers and are responsible for developing, implementing, communicating and monitoring all aspects of the safety program, consistent with district policy. The Area Safety Managers shall with the District Safety Manager provide Area goals, assign responsibilities, and assure consistent implementation of the Safety Plan. 2. Project Level As important as offsite management involvement is, it is the involvement of site management that sets the right safety attitude on our job sites. The Job Superintendent / Project Manager will: a. Ensure the 5 Key Elements are followed. b. Lead by Example. c. Set the standard and lead by example.
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d. Follow up with all new hires within their first month on the job. e. Attend Two-Minute Minder, Stretch and Flex and Toolbox Meetings to verify the meetings are effective and the craft are engaged (Superintendent or PM should run the Monthly Mass Safety Meeting). f. Implement district and corporate safety programs. Manage the program at the project level to verify full participation and involvement. g. Conduct regular and periodic safety tours on the project. Ensure employee involvement in the safety program. A Job Superintendent / Project Manager Inspection Form may be used to collect the inspection notes. A copy of a sample Inspection Form can be found in Attachment F. h. Assign and communicate expectations for all aspects of the safety program, so that all supervision, including foreman and craft workers, know what performance is expected of them. i. Prepare and administer a recognition program for the project. j. Ensure project compliance with the District Substance Abuse Policy. k. Establish an Emergency Action Plan and assure all persons on the job are familiar with it and conduct periodic training drills. (Some operations may require emergency drills to assure familiarity by job personnel.) l. Complete the Project Safety Program Assessment Checklist in Attachment A and send to the Project Sponsor on January 10th and July 10th of each year. Also due at this time is the project safety training plan for the next six (6) months. [This is a great planning tool and is highly recommended.] m. Verify all safety documentation is being captured, organized and filed at the jobsite. n. Ensure District and project accountability guidelines are clearly defined and followed. o. Review and ensure OSHA 300 Log information is accurate and current. p. Ensure the information from weekly and bi-weekly safety conference calls are conveyed to job supervision. q. Assure subcontractor Competent Persons are identified and are indeed competent, if there is reason to suspect otherwise, the job superintendent will review the training and certification. The Project Safety Supervisor will: It is the job superintendent/project managers responsibility to ensure the following responsibilities are met, regardless of whether a Project Safety Supervisor is assigned to the project or not. If a Safety Supervisor is assigned to the job, safety responsibilities may be shared with the Project Business Manager or other staff member. Any job required or planning, to hire a project safety supervisor shall first consult with the District & Area Safety Managers for potential applicants. The District/Area Safety Manager and the Area Manager/Project Sponsor/Job Superintendent will interview any potential applicants and mutually agree to placement of the applicant. a. b. c. d. e. Ensure the 5 Key Elements are followed. Lead by Example. Attend morning safety meetings, rotating between crews. Facilitate and share all corporate and district correspondence with the project team. Review foremans Two-Minute Minders & Toolbox safety meeting reports and maintain a file of all toolbox safety meetings in chronological order by foreman. On large projects, the Toolbox tracking and archive can be delegated to document control or to the project business manager. f. Attend Project Safety Committee meetings, if applicable, and take steps to promote employee involvement and effective communication throughout the project. g. Assist project management in promoting the district safety programs and the corporate safety enhancements.
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h. Ensure subcontractor safety meetings are scheduled prior to a subcontractor beginning work on the project. Support this process by being actively involved in this process. i. Participate in weekly job schedule meetings and daily coordination meetings. j. Participate in upcoming operations Brainstorming sessions. k. Assist in the development of the Crisis Communication and Emergency Response program and update as needed. Ensure information is posted and communicated. l. Advise on procurement of safety training and supplies. m. Maintain Material Safety Data Sheet (MSDS) Files and the Hazardous Materials Inventory List. On large projects, the Toolbox tracking and archive can be delegated to document control or to the project business manager. n. Periodically review mandatory logs, including: barricade logs, confined space permits, excavation permits, noise audits, lead monitoring data, etc. o. Make daily interpersonal contacts with craft workers and elicit their help and suggestions for improving safety on the project. Facilitate their involvement in the meetings, JHAs and the safety program. p. Conduct field safety assessments with the Job Superintendent, Craft Superintendents, Foremen, and the District / Area Safety Managers. Periodically walk the site with newly hired engineers and superintendents. q. Conduct safety tours with regulatory agencies, owners and insurance carrier representatives. Accompany tours by regulatory agencies and compile information on the OSHA Inspection Form. Distribute to the District / Area Office as required. r. Periodically review hazard analyses and discuss any concerns with the superintendent and foreman at that time. s. Assist each superintendent with all incident investigations. Review the information collected by those who conducted the investigation to ensure the root cause of the incident is known and that corrective action is recommended and taken. t. If not prepared by the Business Manager, complete the month-end reports and submit to the Area / District Safety Department. If the Business Manager completes it, verify its accuracy before being sent. u. Assist the Job Superintendent / Project Manager with the development and administration of a result and activity-based safety rewards and recognition program. v. Ensure the Incident Tracking Log & OSHA 300 Log are accurate and review with Project Manager whenever a case is entered onto the log; review monthly as a minimum. w. Maintains all safety training records, incident reports, and incident investigation reports; and ensures documentation is properly filed and necessary documents are submitted to the Area / District Safety Department. x. Assure subcontractor Competent Persons are identified and are indeed competent, if there is reason to suspect otherwise, the job superintendent will review the training and certification. The Superintendent(s) and Key Foremen will: a. Ensure the 5 Key Elements are followed. b. Lead by example. c. Correct any unsafe behaviors or unsafe conditions immediately; looking for opportunities to train employees. d. Become actively involved with the district and corporate safety programs. Attend the supervisor training modules presented by the sponsor or area manager through the training modules and send verification to your sponsor. e. Guide each of your foremen through the foreman training that will be provided as part of the corporate safety enhancements. Send module completion information to the project sponsor.
Perform a daily walk through of their activities primarily focusing on the identification and correction of unsafe behaviors. Collection of this data may be done using the Superintendent Safety Inspection Form found in Attachment G. g. Develop hazard analyses with the foreman and crew. Follow-up to assure the hazard analysis is effectively being used in the operation. h. Set expectations of the crews and assure compliance. i. Attend and facilitate the morning safety Meetings and monthly Mass Safety Meetings. j. In the event of an incident, the Superintendent will lead the investigation and report all information to the appropriate personnel as identified in this plan. All Other Project Staff: a. b. c. d. Ensure the 5 Key Elements are followed. Lead by example. Actively participate in the district and corporate safety programs and enhancements. Should attend the monthly mass safety meeting and be assigned to various crews to attend their toolbox safety meetings. This helps keep everyone involved. e. Should be paired with an experienced superintendent (or above) and assigned safety person of the week duties periodically. The Foreman will: a. Ensure the 5 Key Elements are followed. b. Lead by example. Take the lead in developing hazard analyses for all operations. Regularly hold meetings with the crew to discuss the work plan. Facilitate crew involvement by asking each member questions. c. Perform a daily Two-Minute Minder to discuss the hazards of the days operations and lead the Stretch-and-Flex. Conduct a Toolbox meeting each week consistent with district policy, provide copies to job supervision. d. Inspect the work area regularly to ensure that any unsafe behaviors or conditions are identified and corrected immediately. Retrain employees in safe procedures when an unsafe behavior is observed. e. Ensure that safety and health requirements are followed. f. Participate in the district and corporate safety programs and enhancements. Actively participate in the foreman training modules with their superintendent. g. Maintain orderliness and housekeeping at all times in work areas. h. Promptly complete and submit all safety reports as necessary (i.e., foreman accident report, toolbox, etc.). i. Mentor all new hires until they become trained and productive crew members. j. Not perform any operation that has not been planned or when safety is not an integral part of the process ensure their operation has a current plan and JHA. The Craft worker will: a. Ensure the 5 Key Elements are followed. b. Follow all safety rules. c. Report to work ready to perform assigned tasks by using established safe work practices and by wearing prescribed personal protective equipment. d. Comply with all safety instructions and manufacturers safety recommendations. e. Assist in the development of operation Hazard Analyses.
f.
Wear required personal protective equipment (i.e., a hard hat, ANSI approved safety glasses, work pants, shirt with at least 4-inch sleeves, safety vests or gloves (as directed), and sturdy work boots are minimum required safety apparel on our job sites). g. Use the proper tools and equipment for each task and use them correctly (if knowledge or proficiency with the operation or equipment is questionable, ask before it is used). h. Not perform any work for which a hazard analysis has not been reviewed and signed. i. Attend all weekly safety Toolbox meetings and daily Two-Minute Minder Meetings. Be a participant and engage in discussion generated at such meetings. All craft employees should lead Toolbox or 2-Minute Minder Meetings on a regular basis (strongly encouraged to develop buy in and build consensus). j. Report all unsafe behaviors and/or conditions to the foreman or supervisor immediately. Take immediate action as appropriate if you observe something that could cause injury to a fellow worker. k. Report all incidents, near misses and injuries to a foreman or supervisor immediately; no matter the severity. Each craft worker is responsible, and will be held accountable for complying with established safe work practices. Each worker has a right, and is responsible for stopping any work that is considered unsafe. A salaried supervisor must be advised of any such situation immediately.
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Section 4:
Three-Step Orientation Program
Safety of our employees is our primary concern. This must be impressed on each employee on the first day of their employment. Each employee will be led through our Three-Step Orientation Process when hired. Each supervisor coming into contact with applicants/employees must establish a professional and friendly atmosphere. They must encourage questions, give clear answers and be understanding of the applicant or the new employee's anxieties, to make them comfortable. The effort we apply here is designed to educate new employees and to help them develop a Kiewit Safe attitude. Prior to new hire orientation, an applicant will first be introduced to the on-site Safety Supervisor and/or Business Manager who will: 1. Describe the Three-Step orientation process. 2. Explain the Drug and Alcohol Policy and arrange for, or conduct, a drug screen in accordance with the policy. If the applicant complies with company policy regarding substance abuse, the Safety Supervisor/Business Manager will then have the new employee fill out the Employee Profile, Immigration I-9 Form, and any other company or project-required business paperwork. At this time, the employee should be given a copy of the Project Safety Rules or the Code of Safe Practices. The Safety Supervisor/Business Manager should explain that this material will be covered during the orientation by their superintendent and foreman, but it is also their responsibility to read and understand the project safety requirements. Following the business managers introduction, the three steps to the orientation process will include: STEP 1: STEP 2: STEP 3: Orientation by Superintendent/Craft Superintendent Orientation by Foreman Follow Up by Project Manager/Job Superintendent
A new employee is not to be sent out into the work without having been met and oriented by their superintendent. After initial orientation on the first day of employment, each new employee will have a follow-up within two-to-three weeks by the Project Manager or Job Superintendent. A. The Superintendent STEP 1 The superintendent is the top job authority the new employee will meet on their first day of employment. By declaration, manner, and example, the superintendent will impress on the new employee that management is serious about safety. Tactful questioning is necessary to obtain an idea of what knowledge and abilities the employee has. A skillfully controlled dialogue will instruct as well as produce information. The superintendent will: 1. Describe the project and the part to be played by the employee.
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2. Explain the basic safety rules and the necessity for the employee to comply with these rules. Use the New Hire Orientation Picture Book or New Hire Power Point Presentation when reviewing these basic rules and policies. (Mandatory) 3. Discuss methods we use to maintain employee involvement in the safety program including the Safety Committee, special training, and toolbox safety meetings. Place emphasis on being involved in the safety process. 4. Explain any hazards that may be specific to the project and the controls that are used. 5. Explain that unsafe equipment or tools are not to be used. Explain the procedures for taking unsafe equipment or tools out of service. 6. Explain the Hazard Communication Policy and Material Safety Data Sheet (MSDS) binder location or how to access the MSDS On-line information. Inform the employee(s) of their right to know about safe handling procedures for hazardous materials they may come into contact with or use. 7. Explain the need to report all injuries and initial the timecard on the day the injury occurs; further explaining that failure to report an injury may complicate a claim for compensation benefits. 8. Issue any necessary personal protective equipment. Be certain the equipment is clean and in good condition, is a proper fit, and that the new employee knows how and when it is to be used. 9. Provide work assignment, taking into consideration any reasonable accommodation the employee may require. 10. Explain the Cell Phone Use Policy. 11. Show the Kiewit Safe Terry Elder/Bruce Grewcock Video (10 minutes). (Mandatory) 12. Explain the purpose of the Engage Your Employees (EYE) Program and show the Listen Up & Speak Up Videos reinforcing the engagement program. (Mandatory) 13. Consider having a quiz (corrected to 100%) for each new hire to see that they understand the safety message. B. The Foreman STEP 2 The foreman is the Kiewit authority nearest to the worker. The foreman must train, lead, and control his/her work to Kiewit Safe standards. The foreman will also impress on the new employee that Kiewit is serious about the employees safety. Tactful questioning is necessary to obtain an idea of what knowledge, abilities and attitude the employee has. The Foreman will: 1. Stop the crew and introduce the new employee to all other crewmembers, when feasible. 2. Explain any hazards and their controls that may be specific to the work of the crew. Review all Hazard Analyses for the work currently being performed and explain any specific safety rules relating to the work of the crew. 3. Physically show the new employee the location of first-aid equipment, fire suppression equipment, sanitary facilities, drinking water, telephones, radios, dry shacks, tool shacks, parking areas and offices. 4. Describe the procedure to be followed in case of injury to the new employee or to others. Instruct the new employee in the use of radios and other communication devices for the reporting of emergencies or major incidents. Explain the timecard's "Injury Today" column and the need to report all injuries immediately. 5. Assign the new worker with an experienced employee or master operator to evaluate and train the new hire.
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6. Continually monitor the new employee's work to be sure their skills are adequate for the work assignment. Under no circumstances is a new employee to work away from immediate supervision until the foreman knows their capabilities. 7. Perform a Stretch and Flex with the new employee and review the Two-Minute Minder before starting work. 8. Reinforce the Listen Up, Speak Up message with the new employee and express the need to watch out and take care of one another on the job site. C. Project Manager STEP 3 Follow-up with new hire employees by the Project Manager/Job Superintendent is required (generally in the second or third week of employment). As a minimum, the following points should be discussed during the follow-up: 1. Welcome to the Job. 2. Reinforce our Safety Philosophy and Objectives. 3. Question the employee to ensure Steps 1, 2, and 3 were done and understood by the new employee. Project Managers will implement one of the following methods for follow-up or propose another method to the District Safety Manager and Sponsor for approval: Initiate a weekly lunch meeting and invite all new hires to the meeting. The Project Manager and project safety supervisor (if staffed) chair the lunch meeting and review the components of the Site-Specific Project Safety Plan. The Project Manager/Job Superintendent meets the new employee at his/her work location within the two-to-three weeks of the new hires employment and talks with the new employee one-on-one using the One-Week Follow Up Form. (An example can be found in Attachment D.) New employees are invited to the Supervisor/Foreman Safety Meeting followed by a oneon-one discussion with the Project Manager and/or Job Superintendent.
Workers look to Kiewit supervisors for guidance and direction. Supervisors are the first link in the management chain and are important in controlling workplace hazards. Supervisors control the work area, make job assignments, give instruction, and measure performance. Motivating workers to work safely will reflect a supervisors commitment to these important responsibilities. The follow-up doesnt stop here. During the course of a workers employment, employees must be continually monitored for safe work behaviors. Behaviors in non-compliance should be corrected immediately -- to be sure that they will never happen again. When a worker performs his/her job well, safe behavior positive reinforcement should be given. New Hire Identification Program Our statistics have revealed that many injuries happen within a new employees first 30 days of employment. As a result, we will continue to identify all new hires with a Specialty Hard Hat (Red Hard Hat, Yellow Hard Hat with special orange stripes, etc.), issued on their first day. This will allow our supervisors and seasoned employees to recognize new employees and take time to observe their work habits and make corrections if necessary. The program will be administered as follows:
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1. All newly hired and transferred craft employees to a project will be identified by a Specialty hard hat. 2. The Specialty Hard Hat will visibly display that this employee has worked on the project for less than 30 days. 3. The Safety Supervisor/Business Manager will maintain a record of when the new employee will be eligible to graduate to the standard Kiewit hard hat. After the 30-day identification period has elapsed, the employee will be recognized at the mass safety meeting and awarded their standard Kiewit hard hat.
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Section 5:
Training
Ongoing training is an essential ingredient to developing a Kiewit Safe culture. Training fosters a team environment, heightens safety awareness and allows people to learn from others. The following training will be offered on a district, area and job level. A. District Formal Safety Training 1. This training will be conducted by any District level personnel, or designee, including the Safety Manager, District Engineer, Job Sponsor, Equipment Manager, etc. 2. This training is intended for foremen and above. Attendance is required of all such employees. Some of the topics covered may include: Safety Leadership Accident Investigation, Injury Management and the OSHA 300 Log Positive Reinforcement and Coaching Techniques Crane Safety Procedures Operational Items Trench Safety, Overhead Power lines, Tool Use, etc. Environmental Safety Access Safety Fall Protection Ladders, Scaffolds, Harnesses Hazard Communication and MSDS Ergonomics Confined Spaces 3. Rigging, Crane Signaling and Crane Awareness will be administered by the District Equipment Manager. 4. An annual Defensive Driving Course will be mandatory for all salaried, non-craft hourly, and Key Foremen employees. If you are assigned a company vehicle that is loaned to another Kiewit employee (craft or staff), it is your responsibility to ensure they have taken this mandatory course. This training must be completed by April 1st of each year. B. Area / Project Formal Safety Training Each Area / Project will collectively develop a training program to be updated annually as part of the Site-Specific Project Safety Plan. The Area/Project will maintain a training log at the area/jobsite for past and future training. The training program will include the following elements as a minimum: 1. Supervisor and Key Foremen Training a. This training is intended for foreman and above. Attendance is required of all such employees. b. This training shall be conducted at least once per month, and can be combined with the weekly Supervisor Safety Meeting. c. Each session should be at least one-half () hour in duration. d. Company mandated training will include the following, or when project conditions require: New Hire Orientation (Train-the-Trainer)
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Trench and Excavation Confined Spaces Electrical Safety Maintenance of Traffic Scaffolding Safety Fall Protection Lead/Asbestos/Silica Respiratory Protection Hearing Protection First Aid/CPR Training How to Write a Hazard Analysis e. For training materials or assistance in obtaining materials, contact the District Safety Manager. f. A training matrix should be developed and used to track attendance and types of training conducted. This matrix can also be used to identify competent persons on site. 2. Front Line Supervisor and Key Foremen Training In addition to the above, the Company has developed a series of safety training modules that will be provided to each District throughout the year. These modules include for Superintendents: Module 1 JHA/Coaching Foremen Module 2 Supervising Safe Work This training is intended to be presented by project sponsors to each of the projects under their control. The District / Area Safety Departments should be consulted for assistance with the training presentations. Whenever an employee is promoted to line supervisor, a training session will be held, as soon as practicable to cover the basics required to be a supervisor. Each area / project will develop their own training materials, which should include, as a minimum, the following site-specific project safety plan elements: expectations and responsibilities, new hire orientation, hazard analysis, conducting safety meetings, inspections, and accident reporting. 3. Foreman Training The foreman is the front line supervisor who has daily contact with each and every worker on our projects. As a leader in our company we expect each foreman to strive to help us achieve our goal of zero accidents. Each and every foreman and Key Foreman will need to dedicate their efforts toward: a. Treating our employees fairly and consistently. Foremen are responsible for the safety of their crew as well as others. b. Doing work in a safe, efficient and professional, workmanlike manner. c. Keeping equipment in good operating condition. d. Earning the goodwill of our customers by building a quality job on schedule. e. Building a teamwork attitude with everyone on the job, including subcontractors.
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We consider our employees as our most important asset. The only real difference between one contractor and another is the quality of its people. This is why it is very important for each and every foreman to know and understand our safety policies and the concept of Kiewit Safe. Whenever an employee is promoted to foreman, a training session will be held, as soon as practicable to cover the basics required to be a supervisor. Each area / project will develop their own training materials, which should include, as a minimum, the following site-specific project safety plan elements: expectations and responsibilities, new hire orientation, hazard analysis, conducting safety meetings, inspections, and accident reporting.Following initial training, continuing education for our foremen and Key Foremen will include formal safety training modules being developed by the Home Office Safety Department. The following Modules have been or should be issued: Module 1 Hazard Recognition Module 2 Effective Communication Module 3 Eliminating Unsafe Behaviors Module 4 Effective Orientations Module 5 Holding Your People Accountable Module 6 Crew Engagement Key Foremen are also expected to complete this training and can also give this to their foreman after completing it. Additional Modules may be introduced throughout the year. 4. Hands-On Training It is important that we train employees how to perform their job safely. Hands-on training places an emphasis on the requirements of the job and what it will take to prevent an injury. Hands-on training means training in a simulated work environment that permits each employee to gain experience performing tasks, making decisions, and using equipment appropriate to the job assignment for which the training is being conducted. Hands-on training will be scheduled after each Mass Safety Meeting and during a scheduled Safety Stand Down. a. Mass Safety Meeting Following each Mass Safety Meeting, the superintendent and foreman will conduct handson training for employees in their crew(s). This training is important to show employees the safe way to use tools, equipment, etc., and should identify any unsafe uses and behaviors that the crew can watch for and prevent. b. Safety Stand Down Two times per year, each project will stage a Safety Stand Down. The time used here should focus on the upcoming work. The size of these groups should be kept to a minimum to assure everyone has the opportunity for full involvement in the training. All employees are required to attend these sessions. Outside vendors can be used for this training. c. Annual Hands-on Tool Training
Each year mandatory tool training should be conducted by each KBG Area or Job to see that all field supervisory and craft employees know how to safely use each hand tool that is applicable to their craft and operations. This training is important to show employees the safe way to use tools and equipment, and should identify any unsafe uses and behaviors that the crew can watch for and prevent. Each employee should show their proficiency in operating the tool(s) during the training. Additional tool training should be conducted at least once per month. C. Designated Operators (Authorized Operators for Cranes) Certain equipment operations require special training for the operators such as cranes, forklifts (including equipment with forklift attachments), aerial lifts and etc. Please consult the Districts Designated Operator Training Materials binder for further details or contact the District Equipment Manager. D. Competent Person Many operations require that we have a competent person either to perform or supervise the work. By definition, a competent person is one who is capable of identifying existing and predictable hazards in the surroundings, or working conditions which are unsanitary, hazardous, or dangerous to employees, and who has authorization to take prompt corrective measures to eliminate them. The following standards require a competent person: Lead Asbestos Personal Protective Equipment * Materials Handling and Rigging * Welding and Cutting Electrical * Scaffolds * Fall Protection * Cranes, Hoists, Conveyors * Excavations* Concrete and Masonry Steel Erection Underground Construction Demolition * Blasting and Explosives Ladders* Toxic and Hazardous Substance* This training must be documented and retained at the jobsite and the Area (regional) Safety Office. (*) These are mandatory for every KBG Foreman E. Construction Safety Standards Training/Presentations These courses/presentations are offered (some in development stages and are expected to be) online by PKS Corporate. Additional information will be provided as it becomes available. See PKS
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Safety Portal, Safety Forms and Training Items for items that have been developed. Examples: Eliminating Unsafe Behaviors, New Hire Orientation, OSHA Recordkeeping and Assessment Information, Hexavalent Chromium in Construction, OSHA 300 Log Training, and How to Handle an OSHA Inspection.
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Section 6:
A. Estimating
Planning
Estimating is where initial safety planning must take place. Operations must be analyzed to determine specific safety needs such as shoring, fall protection, or confined space requirements so we have the proper budget in the estimate. A failure to include adequate budget in the estimate may lead to shortcuts in our work processes. During the estimating phase it is important to consult with the Project Sponsor or District / Area Safety Manager, who may help identify any specific requirements. B. Site-Specific Project Safety Plan Each job will write a Site-Specific Project Safety Plan before the start of any field operations. The Job Superintendent / Project Manager is responsible to ensure a site-specific project safety plan has been developed to address general safety needs and specific concerns for the project such as traffic, overhead power lines, access, emergency procedures, etc. As conditions change, or when the district revises its core program each year, the site-specific project safety plan must be updated to reflect these changes. At the beginning of the new safety year each project shall conduct a review of the site-specific safety plan to discuss updated changes and existing site-specific policies and procedures. The basic components of all site-specific project safety plans include: Superintendents/Project Manager Cover Letter Policy, Safety Philosophy and Objectives Safety Responsibilities of Project Personnel Three-Step Orientation and New Hire Identification Program Training Planning Safety Communication Inspections Safety Committees Subcontractor Management Accident Investigation/Reporting Recognition and Reward Programs Site Specific Safety Program (Self-Assessment Form) Crisis Communication Planning and Clinics/Hospitals Subcontractor Safety Substance Abuse Program The following components (not all-inclusive) should be addressed as part of the site-specific project safety plan or the safety policy manual: Access to the Work Fall Protection Plan Designated Operator Policy Electrical Safety Utility Safety (Above/Below Ground) Hazard Communication
Housekeeping Flagging Safety/Traffic Control Respiratory Protection Program Hearing Conservation Program Confined Space Program Competent Person Scaffolding Safety Site Security
C. Work Plans Safe and efficient operations all start with a complete and accurate work plan (Form 505Operation Work Plan). Good work plans demonstrate our knowledge and understanding of the work and allow us to complete activities without sacrificing safety or quality. As in all of our processes, safety is the first element to be planned and assessed in the work plan. For full work plan components and requirements, consult the Kiewit Building Group Quality Plan. D. Hazard Analysis A Hazard Analysis is one of the most important elements in any safety program. It is our policy to have a written hazard analysis for each work operation. We will not begin any operation without a thorough hazard analysis that has been reviewed and signed by the crew. 1. Operation-Specific Hazard Analysis A hazard analysis is best prepared when planning for each work activity. Superintendents, with the Foremen and his or her crew will be involved in the preparation, review and revision of each hazard analysis. Superintendents are responsible to ensure that a proper and work-wise hazard analysis is completed for each work activity and is readily available. The hazard analysis is a good tool to train the crew whenever the work operation starts or is changed, and to use with new crewmembers. As a rule, the following factors should be incorporated (not all-inclusive) into each hazard analysis: Access Crush Points Operational Big Risks Competent Person Working Conditions (Environmental) Housekeeping Personal Protective Equipment Fall Hazards and their Preventive or Protective Systems Ergonomic Risks (i.e., lifting, carrying, posture and tool usage) Hazardous Materials/MSDS Overhead Power lines and Utilities Subcontractor Operations Protection of the Public Nighttime Operations
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A hazard analysis must be prepared for the use of high risk tools; such as, air operated tools, table saws, weed burners, etc. Many other tools or small pieces of equipment should be included in this regard. The job should use the approved Hazard Analysis form (see Attachment B {this contains two examples of a Hazard Analysis}). Each project / job should prepare a Walking-the-Jobsite Job Hazard Analysis (JHA) for visitors, vendors, owners, etc. that will be on the job, it should be routinely updated as conditions change (this is not normally required for the FedEx office/trailer delivery person or similar visitors who only visit the trailer, not the jobsite). Visitors should read, understand and sign the JHA prior to going on-site. Hazard analyses are dynamic tools and should be reviewed and modified on a regular basis. As a minimum, hazard analyses shall be: Reviewed with the crew prior to the start of any operation. Reviewed anytime a new crewmember is added. Revised when a new hazard is identified or if the operation changes. Reviewed, and revised if necessary, following an incident or near miss. Reviewed one week into a repetitive operation and at least once monthly thereafter. Reviewed each time an intermittent operation resumes. Must be descriptive enough to address each hazard associated with each operation.
2. Minor Operation Hazard Analysis The Minor Operation Hazard Analysis should be used as a mechanism for the crew to identify and discuss the hazards associated with a short term or changed operation, prior to starting the work. The use of the Minor Operation Hazard Analysis form will be strictly applied to the following: Unforeseen MINOR changes to the operation and attached to the existing full hazard analysis. Simple operations with no more than five-to-seven distinct steps.
A separate hazard analysis should be used when using hoisting equipment. A separate hazard analysis should also be developed for use of tools; or incorporated into the existing hazard analysis for the operation. Note: The Minor Operator Hazard Analysis cannot be used in place of the Two-Minute Minder. 3. On the Spot Lift Plan On the Spot Lift Plans are required for all crane hoisting and should be included in our planning. Complete (Company Form 584LP) consistent with Company guidance.
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Section 7:
Safety Communication
A. Project Start-Up Safety Meeting The Job Superintendent / Project Manager will hold an initial staff meeting to discuss the Site Specific Project Safety Plan and ensure all risks and concerns are addressed. Major subcontractors identified for the project should also attend. The Project Sponsor and Area Safety Manager will attend this meeting. It is recommended that this meeting be held each year, at the start of the new safety year, to address the changes to the District and Project Safety Plan. These meetings, when scheduled, should also involve the Project Sponsor and Area Safety Manager. B. Two-Minute Minder Each foreman will conduct a brief Two-Minute Minder with their crew each day before work begins. A Two-Minute Minder meeting may also be conducted after lunch. A District-approved Two-Minute Minder book should be used to facilitate this review. This should be an interactive discussion between the entire crew regarding the risks that are involved in work scheduled for the day. To be effective and to gain buy in by all personnel, these meetings should be rotated among the crew on a regular basis, avoid always leading the meeting discussions with the foreman or supervisory staff member. C. Stretch and Flex Stretch and Flex exercises for all crews are to be performed daily at the start of each shift; and is also strongly recommended after lunch. Stretching should be combined with the Two-Minute Minder. Responsibility for ensuring the exercises are completed and done correctly rests with the foreman and superintendent. Stretching should be led by a crew member and performed in unison. This is the perfect time to assess your crew and verify they are ready to work safely and productively. D. Weekly Foremans Toolbox Meeting Foremen will hold a Toolbox Meeting a minimum of once per week at the start of shift, preferably on a Monday or Tuesday. Foremen can obtain meeting subjects from safety assessments, observations of their crew, safety incident alerts from the District, hazard analyses prepared for their work operations, MSDSs, and other information which the job or district provides. Each Area Safety Department has support materials that can support the foremen. These are general in nature, and should only be used as a guide. Toolbox meetings need to be informative. For effective meetings, crew participation is vital. Foremen should quiz employees on their activities and how they are watching out for risks and unsafe behavior. This gives the foreman a sense of whether or not employees understand the risks associated with their operations. Our salaried personnel must make a commitment to provide good topics and attend these meetings weekly. 1. Duration of these meetings should be limited to between ten (10) and twenty (20) minutes. 2. Crane operators are part of the crew and will be brought into the crews Toolbox Meeting each week.
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3. All project personnel must attend these meetings regularly to ensure they are effective, and provide input as necessary and demonstrate teamwork. The job office is to keep the Toolbox Meeting wall chart current so the Job Superintendent is alerted to which foremen have not conducted their weekly meetings. As foremen complete their Toobox Meetings they should initial their space on the wall chart for that specific week. The white copy of the Toolbox Meeting book should be retained in chronological order in a job file. E. Big Risk Boards/Days Working KIEWIT SAFE/Safety Awareness Signage A Big Risk board noting the major risks of the operation is a suggested means of communicating hazards. If implemented, Big Risk Boards should be located at the work area to keep the crews awareness high. These should be updated as the operation progresses or risks change. A Days Working KIEWIT SAFE board will be maintained on every KBG project and be located at or near the job office. The theme is number of days our Team has returned HOME SAFE or INCIDENT FREE. Each area / project is encouraged to create their own safety awareness signs. The message on the signs should be replaced often; to keep the message fresh. The goal of the reminders is to prevent someone from forgetting the most important part of an operation; their safety. By keeping our employees awareness elevated, we can expect our crews to work safer, our projects to look better and to reduce accidents. The theme should emphasize that Nobody Gets Hurt as the daily goal. F. Supervisors Safety Meeting The Job Superintendent is to plan, organize and lead a weekly meeting to be attended by all Foremen, Superintendents, and Field Engineers (Note: This can be combined or included with the weekly Subcontractor Meeting). All other engineers are encouraged to attend, participate and learn. Subcontractors superintendents and foremen should also be encouraged to attend. This meeting will cover the week in safety, (i.e., weekly safety tour, big-risks, upcoming work, distribute foremen safety awards, discuss special recognition programs, promote environmental awareness, etc.) and provide topics for and plan toolbox safety meetings. All Supervisor Safety Meetings shall be reviewed and rehearsed prior to the meeting. Periodically the quality of these meetings should be evaluated. Below is a list of items that can be used to evaluate the quality of these meetings: Active participation, input and leadership from the participants (this should be their meeting). Was the safety person of the week inspection done over a few days (not just one day)? Did the person doing the safety walk have a checklist during his/her walk? Were safety issues photographed and corrected during the safety walk (not just noted)? Are major subcontractors included in the meeting? Project top management in attendance regularly? When safety issues are raised is it clear what needs to be done? Who will resolve the issue? Is the previous week's safety meeting reviewed to make sure pending items were addressed?
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Are project near misses, safety incidents, accidents, etc. being reviewed with a focus on root causes and causal factors? Is the supervisor responsible for near misses or safety incidents describing the incident and explaining what he/she learned and how similar incidents will be prevented in the future?
The Project Sponsor and Area Safety Manager should attend each projects Supervisor Safety Meeting periodically to provide input and feedback. G. Monthly Mass Safety Meeting This meeting [strongly encouraged, but not mandatory based on project plan and Engagement Program implementation] is led by the Job Superintendent / Project Manager and should be held for all employees at shift starting time during the first week of each month. This meeting should review the past month's incidents, employee injuries and near misses on the job or in the District. The meeting should be conducted, based on a pre-determined written agenda. Each meeting shall be reviewed and rehearsed prior to the meeting. {On large jobs (exceeding 50 employees) this monthly meeting may be broken down into smaller groups after an initial start (with all job personnel in attendance) by the Job Superintendent. The craft superintendents or foremen responsible for the work areas should then lead the smaller groups. Following the large-group meeting, each crew shall be broken out to perform the hands-on training.} H. Monthly Managers Safety Conference Call The District Manager will lead a Safety Conference call monthly, normally the third Tuesday at 2:30 PM (Central Time) with all Kiewit Building Group Area Managers, Sponsors, large job Project Managers, Area Safety Committee Chairmen, and the Area/District Safety Managers. All areas/projects need to have proper representation. The purpose of these calls is to evaluate our safety program and improve our focus on safety. We plan on achieving these objectives by discussing: Any near miss events, injury accidents and general liability incidents from the previous week. Accident trends and looking at risks facing the district in upcoming work. The Districts implementation of the Safety Enhancements (e.g., EYE Program). Each Sponsors involvement in the safety program. Activities by the Area Safety Committees. Any special emphasis programs. Discussion on any extraordinarily well done activities. Positive Lessons Learned.
A meeting agenda is developed and sent to each conference call participant, in advance of the call. I. Post-Accident or Serious Near-Miss Incident Mass Meeting After a serious Near Miss or an OSHA Recordable Injury, the job will hold a Mass Safety Meeting. This should be done as soon as possible after the incident. The meeting should be well planned and cover the incident facts, which include the immediate, root, and contributory causes. Effects of the incident/injury/near-miss and/or changes to be made to prevent a recurrence should also be reviewed. Minutes of the meeting will be taken and forwarded to the Area and District Safety Manager within twenty-four (24) hours of the meeting.
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J. Safety Stand Downs

Approximately twice a year [At the direction of each KBG Area Manager -- suggested times: April to June; September to October], each project will conduct a Safety Stand Down (this can be in lieu of a Toolbox Meeting). The time used here should focus on the upcoming work and should entail more than just reviewing and revising work plans and JHAs. The size of these groups should be kept to a minimum (10-15 max.) to ensure everyone has the opportunity for full involvement in the training. All employees are required to attend these sessions. Outside vendors can be used for this training. Some guidelines for the Safety Stand Down: Expected duration is two (2) hours. Attendees should be Kiewit employees and active subcontractors. Owner involvement is recommended.
The idea of the Safety Stand Down is to refocus efforts on issues that have or can potentially harm crews as we progress through future work. Example topics for discussion might include: Crush Point recognition/avoidance; hand injury avoidance; how to prevent eye injuries; hand tool refresher training; dont rush to get your work done; proper ladder and scaffold use; dont become complacent; etc.
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Section 8:
Inspections
A. Daily Safety Inspections 1. Supervisory Take 60 Program Supervision must be on a continuous lookout for unsafe behaviors and unsafe conditions if we expect to prevent accidents. To help focus on this, each supervisor must make it a habit to take the first 60 seconds for safety when they first approach a work area or operation. In most cases, all safety concerns can be identified. This first 60 seconds doesnt take the place of stepping back and observing the work throughout the day, but it does provide a head start in identifying unsafe behaviors and unsafe conditions that lead to accidents. 2. Project Manager/Job Superintendent Safety Walk The Job Superintendent / Project Manager should walk the site once per day on smaller jobs and weekly on larger projects. During this walk, safety should be a major focus. The Job Superintendent / Project Manager may document the walk on the Job Superintendent / Project Manager Safety Inspection Form found in Attachment F. 3. Superintendent Safety Walk Each Superintendent should walk their work operations daily. During this walk, safety should be a major focus. The Superintendent may document the walk on the Superintendent Safety Inspection Form found in Attachment G. 4. Competent Person Inspections Certain operations require daily inspections of the work area/operation by competent persons. These operations include: Lead Asbestos Personal Protective Equipment Materials Handling and Rigging Welding and Cutting Electrical Scaffolds/Stair towers Fall Protection Cranes, Hoists, Conveyors Excavations Concrete and Masonry Steel Erection Underground Construction Demolition Blasting and Explosives Ladders Toxic and Hazardous Substance
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Inspections shall be documented on the foremans timecard, supervisors daily diary or projectspecific form. Each project must determine, prior to the start of work, how these inspections will be documented. Competent Person Training must be accomplished by a qualified instructor; many times this is an outside third party who has the credentials to conduct such training of our personnel. B. Weekly Craft/Staff Safety Inspections (Safety Person of the Week) Each project will appoint an acting Safety Person of the Week. Every supervisor (Project Manager to Engineers) on the Project will be involved in this Program. It is also recommended to have craft workers and foremen assigned each week with supervisor. This acting Safety Person of the Week will: 1. Make a safety only walk each day. Since our focus is on behaviors, an emphasis should be placed on how employees are performing their work. This means that an adequate amount of time must be spent watching the work to be able to identify these items. In addition to employee behavior, the focus should also be on specific job issues; such as, equipment, access, PPE, tools, environmental, etc. Any observations of non-compliance must be corrected immediately and explained fully to the individual and crew. Be sure to include subcontractors in daily safety walks. 2. Attend a Two-Minute Minder or Toolbox Meeting. 3. Report their findings during the Projects Supervisor [or weekly Subcontractors Meeting] Safety Meeting. Provide a list of items corrected, and those still needing attention, to the next weeks assigned group. 4. Provide 5-10 minutes of safety training on a specific subject determined by the job management team. A digital camera should be used so the photos can be discussed with the foremen. This has proven to increase awareness on the project. Written inspection sheets are mandatory. The form should include a column indicating that the hazard was corrected and who was notified. Audit sheets should be kept on file until all items are corrected. One of the Jobsite Safety Inspection forms in Attachment H may be used; however, the job should create a project specific inspection form. The intent of the Safety Person of the Week Program is to educate everyone on safety related matters as well as promoting safety awareness on the Project. C. Crew-Based Safety Observation See the Engage Your Employees (EYE) program guide dated January 2011 for specific details. D. District Management Safety Tours 1. District Safety / Area Safety Manager The District Safety Manager will inspect projects periodically to assist on-site personnel. After any job tours, a debrief session will be held with job supervision and foremen. 2. Area Manager/Sponsor/Area Safety Committee Tours
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Each Area Manager and Project Sponsor should coordinate safety tours with the Area Safety Manager periodically. The tour will consist of a site tour of the jobs assigned to the Area Manager/Sponsor. Following each tour the Area Manager/Sponsor will lead a debrief session with job supervision, including foremen. Certain large joint venture projects may include other Districts management personnel. E. Safety Consultations Note: Any consultations with a regulatory agency should be coordinated and approved by the District Safety Manager. The use of regulatory consultation inspections [generally with OSHA] is strongly encouraged to help in identifying areas of concern. At the project request, a safety and health consultant will come to the job site and analyze employee safety and the safety program. The consultant will offer suggestions that could help prevent accidents and save money. The project cannot be fined by a consultant as a result of the consultation. Serious safety hazards will require correction, but the project will not face any financial penalties. Furthermore, consultations are not shared with safety enforcement/compliance officers. A consultation involves an opening conference with management, and employees (when the project involves a union workforce) to explain the companys rights and obligations. Following the opening conference, a walkthrough survey will be conducted to evaluate the mechanical, physical and environmental hazards of the workplace and work practices, and an evaluation of the overall safety program. At the conclusion of the survey, a closing conference will be held with project management to discuss any conditions noted during the survey and to make recommendations. Approximately a week or two later, a written report describing any conditions found and any recommendations or agreements made will be sent to the job to document its good-faith effort. F. Regulatory Inspections Our jobs are subject to unannounced inspections by regulatory agencies. When a Compliance Officer visits the job, he/she should be directed to the Project Safety Manager or Job Superintendent / Project Manager before starting the inspection. The Project Sponsor and Area/District Safety Managers require immediate telephone notification of the visit. The Job Superintendent / Project Manager shall request that the Compliance Officer wait a reasonable amount of time for the Area Safety Manager or Safety Department Representative to arrive and accompany the inspection party. If the Compliance Officer refuses, note the refusal and start the tour. The person accompanying the Compliance Officer shall take in depth notes. The person accompanying the inspection shall duplicate any photographs the Compliance Officer takes. The OSHA Inspection Form, in Attachment I, must be completed and returned to the Area and District Safety Offices upon completion. This form will be filled out each day, if the inspection is more than one day in duration. G. Safety Program Assessment Merely focusing on correcting unsafe conditions or eliminating unsafe materials or equipment does not create a safe and healthful work environment. Furthermore, a reactive-based safety effort is
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not effective in controlling workers injuries, illnesses, or general liability incidents. That is why Kiewit works hard to continuously improve the way it practices safety. A systemic and programmed safety effort, based on the principle that all injuries are preventable, will be the vehicle by which significant improvement can be observed. Furthermore, visible management support of the Program and total employee involvement is crucial. The Project Safety Program Assessment Checklist in Attachment A is geared directly toward programmatic components of our plan and must be completed by the Job Superintendent / Project Manager and reviewed by the sponsor. The completed checklist will then be forwarded to the Area Manager and Area Safety Manager by the 10th of March and September. Focusing on these components permit us to evaluate a program on its core integrity and does not allow for subjective opinions. [This process is strongly recommended to establish discipline in the planning process.] Proper implementation and monitoring of elements contained in these categories will provide a foundation that will increase the likelihood of providing a safer and more healthful work environment.
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Section 9:
Safety Committees
A. Area Safety Committee The Area Safety Committees will have one goal -- to assist our District in the pursuit of safety excellence and assuring that Nobody Gets Hurt. To this end, the Area Safety Committees will: Tour all Area sponsored projects. Non-sponsored projects will be toured only at the request of the project. Tours will be conducted at least once each six months; twice per year. Tours will be prearranged with the Project Manager or designee. Tours will be performed by Safety Committee with a Sponsor or Area Manager, if not on the committee. Tours will focus on the 5 Key Elements (see page 3), unsafe behaviors and any items on which the project team would like the committee to focus. At the request of the Area Manager or Sponsor, the Safety Committee will provide unannounced visits. This will provide additional information to the project team on a specific area of focus. o Example: Area Manager tours a job and discovers housekeeping (or any issue) is unacceptable. Problem is corrected, but Area Manager requests additional accountability and follow through. Area Manager requests Safety Committee perform an unannounced visit to inspect a particular issue. Safety Committee performs tour and reports back to the Area Manager.
Area Safety Committees are made up of supervision and craft personnel at the direction of the Area Manager and should have at least three-to-five members, one of which must be a craft representative.
B. Project Safety Committee

If a project safety committee [determined by District/Area Managers with the District Safety Manager] is established it will be comprised of both craft and supervisory employees, to include subcontractors. Projects may use foremen, superintendents, experienced journeymen and the project safety manager (if staffed). Project management should provide oversight so information from the committee is communicated properly and has a process to take action on the concerns of the committee. Its duties may include the following: 1. Investigate all near miss events, injury-producing incidents and equipment incidents to help develop appropriate recommendations in preventing similar incidents. 2. Conduct monthly project safety assessments. 3. Make behavior-focused inspections of the work areas and make personal contacts on each operation to address both physical conditions and behavioral modifications. 4. Verify corrective actions are implemented.
As a minimum, the committee should meet once per month to discuss job conditions and whether modifications to the existing safety program are necessary. The Safety Committee should be developed, based on the needs of the project, and modified as construction needs change.
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Section 10: Subcontractor Management

As a general contractor we must provide a safe work environment for all people entering onto our projects, including subcontractors. General contractors have the duty to inquire about site safety and inspect for safety violations by subcontractors, therefore all subcontractors that work on each KBG project site will be required to follow the Kiewit and Project-Specific safety rules. Subcontractor safety performance is influenced by the coordination effort of the general contractor. The tone we establish will directly influence our subcontractors safety performance on a daily basis. All new projects and/or new subcontractor operations starting on existing projects will commence, only after a Subcontractor Pre-Construction Safety Meeting (Attachment O). This mandatory meeting must be held with each subcontractor associated with the project and will be held before the subcontractor commences construction activity. The Kiewit Sub Monitor will attend and explain his/her role. An attendance log should be maintained and attached to the meeting agenda. The subcontractors representative must be an on-site individual or individuals who will be directing the subcontractors workforce. We should verify the information from our start up meeting is shared with their craft employees who will be performing the work and they have a process to orientate future employees of our policies and programs. The Job Sponsor, Area Safety Manager and the Owners Safety Representative should make every effort to attend this meeting. Union business agents and OSHA may also be invited to attend at the discretion of the Project Sponsor and Area Safety Manager. The length of the meeting is determined by the amount and type of subcontractor work activities to be performed. Specific guidelines and policies applicable to the type of work should gauge the meeting agenda. Job Superintendents / Project Managers will make the meeting arrangements and notify the Area Safety Manager and Job Sponsor in a timely manner. In an effort to maintain subcontractor safety compliance and reduce the possibility of third-party claims, we require major subcontractors to participate in our weekly supervisor safety (subcontractor) meetings as determined by the Job Superintendents / Project Managers. Subcontractors can be informed weekly of new regulations, company policies, accident trends, and observations of non-compliance, etc. This will help develop the project safety culture and keep communication lines open. On larger jobs (or those with especially high-risk operations or significant health hazards), the Project Sponsor / Manager may decide to implement a specific meeting each month (or greater frequency) with subcontractors or schedule independent meetings with specific subs to coordinate activities, review work plans, or discuss safety related issues. Regardless of the meetings that subcontractors are invited to attend, compulsory failure to attend is considered a lack of participation in the job safety program. The Project Sponsor / Manager would be urged to notify subcontractor senior level management. New for 2012, subcontractors must submit their Emergency Response Plan to the Superintendent/Project Manager (for informational purposes only). This plan must outline the medical facility they plan to use in the event one of their employees may need care. Subcontractors shall also submit documentation to prove they are following our drug and alcohol program (company document or something similar).
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Responsibility of a Subcontractor Monitor: 1. Attend pre-activity subcontractor meetings and make sure all safety aspects are addressed. 2. Train the subcontractor to follow the 5 Key Elements and ensure they are being followed. Require a Hazard Analysis prior to all operations. Review the Hazard Analysis prior to the start of an operation. Monitor and make sure all Hazard Analyses are being reviewed and updated as needed. 3. Attend Toolbox Meetings and procure a copy of the signatures and description of the meeting topics for our records. 4. Perform safety observations periodically while the subcontractor has active work. 5. Ensure the subcontractor has a representative at the weekly Supervisors Safety Meeting. 6. Verify new employees to the project have been properly trained using the Subcontractor PreConstruction Safety Meeting. 7. Make sure all near-miss, first aid or recordable incidents are reported immediately. A copy of a Sub Monitoring Program used on a previous Kiewit Building Group Project is included in this plan and can be found in Attachment M.
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Section 11: Investigating, Reporting and Record Keeping

Incident investigation is a necessary and effective technique for preventing future or recurring incidents. The only positive result from an incident is the opportunity to determine their causes and develop a course of action to eliminate them. It is essential that all incidents be investigated and reported. Too often we only correct unsafe behaviors and conditions, but do not follow up to determine why they occurred in the first place and how we can prevent them. If we are not able to learn from these incidents and implement corrective measures, they will continue to trouble us -- and we will continue to suffer unnecessary on-the-job injuries. We know that incident causes are more complex than a simple combination of unsafe behaviors and conditions. We have come to understand that an unsafe condition is the surface evidence of deeper, more complex causes. When trying to uncover these true or underlying causes, we must consider the role and involvement of management practices, the worker, the machine, the method, and the work environment. The causes of incidents can be and often are the same as the causes of production problems such as low quality and poor productivity. Thus, the same methods and approaches we use in solving quality and production problems should be applied in our loss control efforts as well. We must emphasize to all employees that a failure to report an injury immediately, no matter the severity, can result in disciplinary action up to and including termination. Incidents always turn out worse for the employee and the company when they go untreated. Foremen, if told of an injury, must first inform the superintendent and second, have the employee initial the timecard indicating that they were injured. If an employee marks their timecard with an injury, the foreman must report it immediately before the employee leaves for the day and also complete the Foreman's Injury Report. Immediately after steps have been taken to ensure care of any injured person or employee, the following incidents require notification to the Area Safety Manager, Job Sponsor and the Area Manager by phone. In turn, one of these will notify the District Safety Manager as quickly as conditions permit. This will allow the Area and District Safety Managers to provide support through the injury management process. This is different from the past where incidents had to be reported to the District Safety Manager within 24 hours. The following incidents need to be reported immediately by the responsible superintendent: Near-Misses or First Aid Cases (KBG or subcontractor) All OSHA Recordable Injuries General public injuries requiring medical attention Property (personal or real) damage over $2,500.00 All Company vehicle accidents
Procedures If an employee is involved in an incident, or if a major loss to equipment or property occurs, the Superintendent shall notify designated personnel so that an investigation can be initiated. The procedures described in this section shall be followed.
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1. Reporting Incidents It is a condition of employment that employees immediately report all incidents or injuries, regardless of severity, to a foreman or supervisor. Upon learning of an incident, we must first attend to any serious injuries and then immediately call the Area Safety Manager, Project Sponsor and Area Manager. Do not wait until all the facts are gathered. If the employee needs to be taken to the doctor, the District Safety Manager must also be called. If an injury requires a visit to a doctor or clinic, an experienced Job Superintendent or Craft Superintendent must accompany the injured worker. Make every attempt to see that the Area Safety Manager meets the injured worker and superintendent at the doctor or clinic. Whenever possible, only use doctors that are familiar with our return to work programs. Employees must submit to a post-incident substance abuse test if they are taken to a medical clinic (this can be accomplished at the clinic or with an on-site drug kit). The results of such tests must be kept strictly confidential. 2. Investigating Incidents Each job should assemble an Incident Investigation Kit for serious incidents that should be readily available. Included in the kit should be a copy of the current Crisis Management Plan (Attachment P), a disposable camera, 100-foot measuring tape, a good flashlight and spare batteries, rubber gloves, homer pad, pens, pencils, etc., to help document a serious incident on the project. An investigation must be conducted by the Superintendent and the Foreman as soon as possible after an incident and made on the standard forms. A description of the operation being performed at the time of the incident is essential. All personnel assigned to the operation and all witnesses to the incident shall be interviewed and statements taken; interviews and statements should be accomplished as soon as practical after an incident and should be conducted individually, not collectively. The interviewer must obtain firsthand facts, not hearsay. The information must be recorded and signed by each person involved as soon as practical after the incident. At a minimum, the following shall be asked or noted of the injured party and witnesses: a. Date and time of incident and interview. b. Names, badge or ID numbers, addresses, and occupations of victims (if known), co-workers, and/or witnesses. c. Where were you when the incident took place? d. What activity was being performed prior to and at the time of the incident? e. What materials, equipment or conditions were involved? Include all contributing factors. f. What happened? g. Why did it happen? Include all unsafe conditions and/or unsafe behaviors. h. To the best of the witnesses knowledge, was there a previously known and/or reported problem or condition associated with the incident? i. Actions leading up to the incident or near miss. j. Actions following the incident or near miss.
k. Written witnesses statements. l. Attach copy of relevant JHA, photos, sketches, and other pertinent documents. The Foreman's Incident Report shall be prepared by the Foreman and submitted immediately after an employee reports a work related injury or illness whether they seek medical attention or not. The same report is required in circumstances where property damage has occurred. The Foreman shall recommend corrective action. If corrective action is not applicable, indicate that on the report. The Employee Injury Report (EIR) (Attachment J.1) shall be prepared by the superintendent with input from the foreman and submitted immediately after an employee reports a work related injury or illness. This report must be completed and provided to the District Safety Manager within 24 hours of the injury. (A Subcontractor EIR must also be completed for all Subcontractor OSHA Recordable Cases.) Explanations such as foreign body in eye, strained back while lifting pipe and employee does not know how injury occurred are not satisfactory. Complex situations may necessitate the submission of a full explanation on an attached sheet. The Job Superintendent / Project Manager shall specify what corrective action was taken and what instructions were given. This shall include reviewing the JHA for the operation and updating both the hazards and corrective actions as appropriate. 3. Photographs and Drawings Drawings should be marked up and/or sketches prepared to indicate the location of the incident. All measurements, such as time, distance, etc. must be accurate. Sufficient photographs should be taken as soon as possible since conditions often change rapidly. Each photograph should contain the following information: description and location of the principal item(s), date and time, and the name of the photographer. 4. Evidence Depending on the incident, the area may need to be secured in order to prevent any alteration of the scene prior to the investigation. If equipment, tools or materials are involved in the incident, they shall be removed from service and placed in safekeeping. If this is impractical, the area shall be cordoned off and a security guard posted to prevent unauthorized personnel from entering the area. The guard shall be withdrawn only upon instructions from the Job Superintendent / Project Manager. Equipment or material shall be moved only as necessary to facilitate response. 5. Investigation Reports Investigation reports are due in the District Safety Department within twenty-four (24) hours, unless additional time has been approved by the District Safety Manager. The job should keep a copy for their files.
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A. For Kiewit employee incidents The following investigation reports should be prepared for minor First Aid Cases: a. b. c. d. e. f. g. Employee Injury Report (Area Safety Staff will enter into the S-Cubed System) A copy of the OSHA Recordkeeping Logic Chart. A detailed Incident Alert. Foremans Incident Report Timecard for the day of the incident Digital photos, if necessary Pre-incident and post-incident hazard analysis (with the employee signature circled), if applicable.
The following investigation reports should be prepared for First Aid Cases (when incident requires a visit to a doctor or clinic) and OSHA Recordable Cases: a. Employee Injury Report [Area Safety Staff will enter into the Safety Statistics System (SCubed System)] b. A copy of the OSHA Recordkeeping Logic Chart c. SRS Workers Compensation Loss Report (see paragraph 7 below) d. A detailed Incident Alert. e. Foremans Incident Report f. Timecard for the day of the incident g. Pre-incident and post-incident hazard analysis (with the employee signature circled), if applicable. h. Copies of the last four (4) Two-Minute Minders and (2) Toolbox Meetings with the employees name circled i. Any doctors treatment reports j. Digital photos from the incident The following investigation reports should be prepared for Motor Vehicle Incidents: a. b. c. d. On the Spot (Vehicle Incidents) Police reports, if applicable Third party contact and insurance information Digital photos from the incident
B. For Subcontractor OSHA Recordable incidents New for 2011/12, all projects will provide subcontractor manhours and subcontractor recordable case information to your Area Safety Manager for inclusion in the Safety Statistics System (S-Cubed). The following investigation reports should be prepared: a. Employee Injury Report (Area Safety Staff will enter into the Safety Statistics System (SCubed) b. A detailed Incident Alert c. Pre-incident and post-incident hazard analysis (with employee signature circled), if applicable
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6. Injury Reporting and Record Keeping Procedures All injuries, including first aid cases, will be documented on the Injury Tracking Log (ITL) and maintained by the Business Manager or Project Safety Supervisor, if assigned. The preferred form is included in Attachment J. Additionally, all recordable injuries will be properly classified and logged on the OSHA 300 Form (maintained by the District Safety Manager) within seven (7) calendar days of the injury. Injury Tracking Logs shall be initialed off each month by the Project Manager or Superintendent (as applicable) to ensure the injury was classified properly on the log and submitted to the Area Safety Manager and District Safety Manager at the end of each month. Each project will maintain a separate file of all timecards that have been checked injured by an employee (if checked as injured, as a conservative measure to insure proper classification, the job should establish a separate FIRST AID file -- at a minimum for each time card checked). The District Safety Manager and Area Safety Managers shall periodically review the timecards to ensure the proper checklist has been performed and the injury is classified properly. Area Injury Tracking Logs shall be submitted to the District Safety Department at the end of each month (within three workdays following monthly close out). 7. Employers First Report of Injury Workers Compensation regulations require that an Employers First Report of Injury form be prepared by the responsible superintendent and submitted immediately after an employee reports a work related injury or illness which requires attention by a physician. An example of the SRS Workers Compensation Loss Form is at Attachment J-2. Keep one copy of each report for your files, and send the original of the Employees First Report of Injury to the Area and District Safety Manager electronically within 24 Hours. Note: Route this and other required paperwork through the Area Safety Manager to the District Safety Manager.
OSHA 300 Log and Annual Summary of Occupational Injuries and Illnesses (300A) The annual Log (OSHA 300) and Summary of Occupational Injuries and Illnesses (OSHA 300A) is to be based on information provided to the District Safety Manager from the individual jobs during the calendar year. The OSHA 300 and 300A for each project will be maintained by the District Safety Manager, but each project must track injuries and provide appropriate reporting each month to insure accuracy. The OSHA 300A Log will be posted no later than February 1st of the year following the year covered by the records and keep the posting in place until April 30th. The OSHA 300 Log, the privacy case list (if one exists), the annual summary and the OSHA 301 Incident Report Forms (or Employee Injury Reports) must be retained for five (5) years following the end of the calendar year that these records cover. These will normally be maintained in the District Safety Office in Omaha. During the storage period, the OSHA 300 Logs must be updated to include newly discovered recordable injuries or illnesses and to show any changes that have occurred in the classification of previously recorded injuries and illnesses. If the description or outcome of a case changes, the original entry must be lined out to enter the new information.
NOTE: Typically, in the Kiewit Building Group, the District Safety Manager maintains the current OSHA 300/300A Logs at the District Office and provides specific Area and Job 300A Logs on request and during late January for the posting period stated above. All information, changes and updates to cases on the 300/300A Logs must be provided to the District Safety Manager in a timely manner. Fatalities Multiple Injuries In the event of a fatality or the hospitalization of an employee, contact the District Safety Manager for guidance. Prior to making the call to OSHA, the Job Superintendent / Project Manager should consult with the District Safety Manager. Number of days of restricted work activity and/or days away from work: Count the number of calendar days the employee was on restricted work activity or was away from work as a result of the Recordable injury or illness. Do not count the day on which the injury or illness occurred in this number. Begin counting days from the day after the incident occurs. If a single injury or illness involves both days away from work and days of restricted work activity, enter the total number of days from each. Responsibilities District Manager/Area Managers/Sponsors Review previous weeks incidents at Area Staff Meetings and the District Monthly Monday Safety Staff Meeting. Assure effective communication of the facts and corrective action to prevent similar incidents. Sponsors will communicate with the job following any injury to assure we are providing the best care to the injured employee. The Sponsor is also responsible to verify that the incident investigation is carried out as required.
District Safety Manager Review information from any near misses/incidents/injury producing events at the District Monthly Monday Safety Staff Meeting. Review all incident reports and distribute a monthly review and analysis. Distribute Lessons Learned or Incident Alerts as needed. Track results of supervisors performance and distribute as part of the District Safety Report each month.
Project Manager/Job Superintendents/Craft Superintendents/Foremen Report all incidents immediately by calling your Area Safety Manager or District Safety Manager. If an employee needs to be taken to the doctor or clinic, the Area and District Safety Manager must also be called. Conduct a post-incident review of the Hazard Analysis with the Craft Superintendent, Foreman, and the injured employee as soon as possible after the incident. Revise and conduct retraining as needed. Interview supervisors that have incidents or safety violations in their crew and discuss their behavior and commitment to working safely. Conduct a post-incident reconstruction and take digital photos.
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Depending on the severity and lessons to be learned a Mass Safety Meeting with the entire job may be held to inform all employees. Develop an Incident Alert but do not distribute from the project. The District Safety Manager will review and distribute an alert to all projects and the Home Office Safety Department.
Jobsite Incident Investigation and Reporting Summary 1. The Job Superintendent or Craft Superintendent must accompany the injured employee to the hospital or clinic. Safety Managers, when staffed on a project, may accompany the craft superintendent and injured worker to the doctor. Area Safety Managers will be notified and will make every attempt to meet the supervisor and injured employee at the doctors office. Talk with the doctor and the injured employee and try to minimize the result by extensive follow-up. Whenever possible, only use doctors that are familiar with our aggressive return to work programs. Employees must submit to a post-incident substance abuse test. Be sure this test is administered prior to any medications the doctor may issue. The results of such tests must be kept strictly confidential. 2. The Superintendent will notify the Area Safety Manager, Job Sponsor and Area Manager after any incident involving personal injury, major equipment damage, or a serious near-miss. A second call after the facts have been collected may also be required. The Area Manager will make appropriate notifications to the District Manager and District Safety Manager. 3. The supervisor in charge of the operation should immediately prepare a detailed written report. If the injury requires doctor evaluation, three forms must be completed and sent electronically to the District Safety Manager within 24 hours. a. Employee Injury Report b. Incident Alert c. SRS WC Loss Forms The District Safety Manager will send reports to the Home Office in Omaha and to SRS. 4. On Recordable or Restricted Duty/Job Transfer cases (or worse), the District Manager is required to notify the Division Manager and the District Safety Manager is required to notify the Corporate Safety Director within twenty-four (24) to forty-eight (48) hours following the incident. 5. Most incidents included in the definition require the following paperwork: a. b. c. d. e. f. g. Foremans Incident Report Employee Injury Report SRS Workers Compensation Loss Report Timecard for the affected employee (with the employee initials circled) Any doctors treatment reports A detailed Incident Alert Pre-incident (with employee signature circled) and post-incident hazard analysis (if applicable) h. Copies of the crews four (2) previous Toolbox Meeting Reports and (4) previous Two Minute Minders (circle the injured employees name on each of the attendance sheets) i. Reenactment digital photographs shall be taken during the investigation of incidents and be of sufficient number to reflect the general area as well as pertinent details from a
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j. Definitions
variety of angles. Photographs must be taken as soon as possible following the incident. A concise record shall be made of the locations photographed, date, time, and photographer. On The Spot (vehicle incidents) (Attachment J-1)
Recordable Occupational Injury or Illnessany occupational injury or illness of employee which results in: Fatalityregardless of length of time between injury and death. Loss of consciousness. Days away from work. Restricted work activity or job transfer, or Medical treatment beyond First Aid.
a. First aid treatment means any of the following treatments: Using non-prescription medications at non-prescription strength; Administering tetanus immunizations; Cleaning, flushing, or soaking wounds on the skin surface; Using wound coverings, such as bandages, Band-Aids, gauze pads, etc., or using Steri-Strips or butterfly bandages; Using hot or cold therapy; Using any totally non-rigid means of support, such as elastic bandages, wraps, non-rigid back belts, etc.; Using temporary immobilization devices whiles transporting an accident victim (splints, slings, neck collars, or back boards); Drilling a fingernail or toenail to relieve pressure, or draining fluids from blisters; Using eye patches; Using simple irrigation or a cotton swab to remove foreign bodies not embedded in or adhered to the eye; Using irrigation, tweezers, cotton swab or other simple means to remove splinters or foreign material from areas other than the eye; Using finger guards; Using massages; Drinking fluids to relieve heat stress.
b. Medical treatment includes managing and caring for a patient for the purpose of combating disease or disorder. The following are not considered medical treatments and are NOT Recordable: Visits to a doctor or health care professional solely for observation or counseling; Diagnostic procedures, including administering prescription medications that are used solely for diagnostic purposes; and Any procedure that can be labeled first aid.
c. Kiewit Building Group procedures for a foreign object in the eye (FOE): Stress the importance of IMMEDIATELY reporting of any FOE with every employee
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When FOE case is reported, determine that it is NOT an emergency (if an emergency, take the employee to the doctor), if uncertain, contact your Area Safety Manager Get the employee to an office, in a quiet and subdued lighting setting Have them try to blink the object out or try the upper eyelid over the lower eyelid method to produce natural tears and moisture in the eye If the eye is still bothered, proceed with an eye flush (if this has already been done in the field, you may try this again) The flush will sensitize the eye; have the employee wait about 15 minutes to be sure the object is out. Stay with the employee to make sure they DO NOT rub the eye. mployee If the object is not out or the employee is still bothered, you may repeat the flush/wait process once more and/or proceed to the Medical Clinic; generally, two flushes should be attempted, after that strongly consideration should be given to proceeding to the doctor (you may wish to discuss with your Area Safety Manager) If at any time during this process the employee is continually bothered by the FOE or asks to go to the doctor, proceed immediately to the Med Medical Clinic
The determining action with an FOE is dependent upon what was being done at the time when the FOE occurred (e.g., grinding metal [more serious/severe]) = proceed to the clinic ASAP; blown in object (e.g., dust or dirt [less serious/severe]) = re-flush/observe depending upon the duration of the FOE. flush/observe Incident Alert Guidelines To better clarify and determine the cause of an incident use the elements of the chart below to establish primary and secondary causes of each incident. Attempt to place the cause(s) in the most applicable area(s) shown and discussed below.
Five Elements of Accident Prevention
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Work Practices (The combination of training, experiences and established procedures used to develop the means and methods of getting work done in a safe manner) Training Provide the necessary work practices needed to work safe Incident Alert Review Pay attention when discussed in Toolbox Meetings Job Site Cleanliness (Housekeeping) Our house, keep it clean Job Hazard Analysis (JHA) Still our best tool to keep the crew engaged Team Expertise Call on crew members, foremen, engineers and superintendents to improve the JHA and look out for less experienced team members Situational Awareness (Knowing where you are and how you can get hurt) Know the Hazards Look around, assess the risk -- Work accordingly Anticipate All dangers that the operation presents and make contingency plans Look out! Whats the worst that can happen? How am I most likely to be hurt? What else can hurt me? Keep Thinking Stay Alert Its a full time job and can cost you if you forget it! Personal Protective Equipment (PPE) (Equipment used to provide personal protection from injury What can I say?) You got it? Wear it! You dont have it? Ask for it! If you see coworkers without it? Stop it! Keep it clean, usable and functional keep it in top condition Task Planning (One of the key components of the KIEWIT SAFE program) Plan like your life depended upon it! Think about the work youll do today Review and participate in preparing JHAs Discuss the plan with your crew and work toward improving the JHA Strive for continual improvement (especially among the subcontractors) walk through the operation step-by-step, noting the hazards and the way to avoid them Take the time to plan properly and give your crew a chance to participate Eliminating Complacency (Making sure you and those around you know the risks and realize the worst can happen) The more we talk about safety . . . talking about hazards and how to protect against them even though this is the 10th or 100th day youve done this activity The less we talk about accidents believing that you can get hurt at work, that you arent bullet proof and realizing that the only thing standing between you and an accident is the Five Elements of Accident Prevention Not accepting a complacent attitude from coworkers Work Safe, Live Safe!
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Section 12: Recognition and Rewards Program

The basic recognition and reward program consists of two parts: Part A: Part B: Part A: Craft Safety Recognition and Rewards Front Line Superintendents Recognition Program
Craft Safety Recognition and Rewards Program
Craft recognition and rewards (i.e. hats, shirts, thermoses, gift cards, etc.) will be distributed periodically as determined by each projects job management. The budget for this award should be targeted to $0.25/man-hours, based on actual man-hours worked (Project Sponsor approval is required over $0.25/man-hours). Our safety recognition process will be a behavior-based program, targeting reinforcement of positive behavior. The intent of a recognition process is to reward individuals and teams who demonstrate outstanding performance in the areas of safety leadership, planning, mentoring and motivation. We will use the safety rewards process to build and reinforce teamwork, and to also recognize projects, crews and individuals who have contributed to our overall safety performance. Through teamwork, successful projects develop a safety-first culture, which instills a belief that preventing accidents is everyones responsibility. As part of that team, each person understands they must contribute in order for the project and their team to be successful. Recognition is to identify someones effort and a reward is to furnish some item of value for doing or not doing something. Recognition items are Safety Plaques, Safety Crew of the Month, etc. The Rewards are ball caps, jackets, boots, sweatshirts, gift cards, etc. Each project should develop a recognition plan with sponsor approval; examples include: Team Building Lunches In an effort to build a safety first culture on our projects through team building, the project could provide a team building lunch each month/quarter for all employees. The lunches could be geared towards recognizing outstanding project safety performance and the performance of supervisors, crews and individuals who have demonstrated their dedication to safety. The purpose would be to foster teamwork, reinforce process improvements, highlight personal contributions, and demonstrate our commitment to individual safety. Projects that may be struggling with their overall safety performance could not only use the teambuilding lunches to recognize crews and individuals with successful safety performances, but also focus on discussing and correcting safety issues that are negatively affecting the project. The menu for the lunches could be influenced by the team performance, ranging between hot dog/hamburgers to steaks/lobster (based on performance) to promote improvement. Team Building Recognition Awards During the team building lunches the project could give out recognition safety awards. The project could have a raffle where the crew of the week selects an award to be raffled. Crews get raffle tickets based on active involvement by completing all of their training, attending/participating in safety meetings, and demonstrating positive safety efforts (the list is endless and can be developed on each
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project). On the spot raffle tickets can also be given to recognize the behavior we are looking for during the month/quarter. On the Spot Safety Recognition/Reward In an effort to reward crews and individuals the project could develop an I Got Caught Working Safely program, where they give On-the-Spot rewards (gift cards, merchandize, etc.) for exceptional safety behavior on the job. A recognition and rewards program has no merit if employees do not know what it is. Therefore, it is vital for the success of our program that each and every craft worker is informed and knows what he or she can earn if safety success is achieved. Part B: Front Line Superintendents Recognition Program
Front line superintendents supervising over 10,000 man-hours, in the last year, without recordable injury will be recognized as a group at the District Meeting or Area Safety Meetings and receive a 0-0 Club Plaque.
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Section 13: Accountability

An accountability policy has been incorporated so that consistency is maintained throughout the organization. The purpose of the Safety Plan is to channel all safety activities toward the zero injury goals Nobody Gets Hurt. Achievement of this goal can only be obtained through the efforts of all employees. All employees will be subject to disciplinary action if they violate project or district safety standards and/or safety rules. All employees must take responsibility for ensuring a safe workplace. Everyone working on our projects have a duty to themselves and their coworkers to: 1) work safely and 2) correct or report any unsafe behavior or condition when it is observed. This teamwork will allow us to reach our Nobody Gets Hurt goal. Furthermore there will be zero tolerance for: Anyone working in an unsafe manner or allowing anyone else to work in an unsafe manner. Anyone creating an unsafe condition or allowing an unsafe condition to exist without taking appropriate action. Anyone that causes injury to another person. Anyone damaging company equipment, tools or another persons property when the damage could have been avoided by following proper procedures. Anyone that does not report an injury immediately when it happens.
The Safety Plan has been provided to our supervisors so that their responsibility to the prevention of incidents on our work is understood. Furthermore, supervisors are responsible to ensure that all employees under their direction have been trained and understand their job tasks. It then follows that these same supervisory employees are responsible for administering verbal and written reprimands when safety violations occur. Under all circumstances, the supervisor shall follow the disciplinary policy so that consistency and fairness can be maintained. The Job Superintendent / Project Manager needs to monitor and issue this type of discipline to assure uniform administration. Senior Area/District Managers are directly responsible for assuring that discipline is administered in a fair and consistent manner. The project safety supervisor shall provide advice to management personnel in the administration of this policy to assure uniform enforcement. Except in cases involving major violations of district safety rules and policies, the company subscribes to a philosophy of progressive, constructive discipline. What this means is that discipline will be administered for the purpose of producing a corrective change in the employees future behavior, but if the change does not occur, then a more serious form of discipline will be administered. Major safety violations may result in the employees immediate discharge. Safety rules and policies are rules of conduct based primarily upon the safety standards established for the district, consistent with good construction practices. The communication of the rules to employees is important, but of equal importance is the enforcement of these safety rules in a fair and consistent manner. To maintain fairness and consistency, the supervisor must administer the proper discipline in accordance with the severity of the violation. The typical disciplinary action pattern is as follows, however, the severity of a violation will determine the level of disciplinary action administered:
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a. Verbal Reprimand -- The supervisor observing of the event will inform the employee that he/she has committed a safety violation which, if repeated, could result in further disciplinary action. The supervisor should inform the Job Superintendent / Project Manager or safety manager of such a reprimand and also note in his/her daily log. b. Written Reprimand -- A formal notice will be issued by any job supervisor informing the employee of the safety violation found and notifying the employee that future violations may result in suspension or discharge from work. A copy of the written reprimand will be included in the employee personnel folder and another sent to the Area Safety Manager. c. Suspension -- The Job Superintendent / Project Manager will inform the employee that he/she is suspended from work without pay for a specific period of time for a violation of district policy or job rules and that future violation may result in discharge. d. Discharge -- Employment will be terminated as a result of a serious safety violation or a pattern of safety violations. The Job Superintendent / Project Manager will decide if this course of action is fair and consistent. Keep the District Safety Manager informed of employee discharges for safety violations. e. Auto Incidents** -- Auto accidents where our driver is at fault will be guided by the following: 1.) The first time a driver is involved in an at fault accident resulting in damage to the Company vehicle, they will lose their driving privileges for up to 3-months depending on the severity and retake the Defensive Driving online/CD or classroom course before driving privileges are restored. 2.) The second time a driver is involved in an at fault accident within a three-year period resulting in damage to the Company vehicle; they will lose their driving privileges for up to 6-months depending on severity. The driver shall attend an 8-hour Defensive Driving class before driving privileges are restored. 3.) The third time a driver is involved in an at fault accident within a three-year period resulting in damage to the Company vehicle; they will lose their driving privileges for up to a year with the possibility of indefinite revocation. Driver will be required to attend an 8-hour Defensive Driving class and then conduct a Defensive Driving class for their KBG Area personnel for that year. **Note: Determination as to the severity of the penalty rests with the District Manager, Area Manager and District Safety Manager. Whenever discipline is administered, proper documentation of the action should be maintained in the employees personnel file. The documentation should state what policy was violated, the level of disciplinary action administered and any other factual comments the supervisor wishes to note relative to the incident. Each project will maintain a tracking log identifying disciplinary action taken. A copy of this log will be sent to the Job Sponsor and Area Safety Manager on a quarterly basis. The Disciplinary Action Tracking Log can be found in Attachment N.
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Attachment A; Project Safety Program Assessment Checklist
Project Safety Program Assessment Checklist

REVISED January 2009
Date Posted Meeting No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 Project site has copy of current year District Safety Plan Project has copy of District Best Safety Practices and Safety Policy Manual Project established safety goals consistent with District and Company Goals Conference Room (or prominent location) has safety stats, supervisor stats, and toolbox chart posted and updated Subcontractor pre-constuction meeting conducted prior to start of the Job or Operation Crisis Management Plan is established, information posted in all offices, shops, and bulleting boards, and training is provided Three-Step Orientation conducted with all new employees (subs included?) One week Follow-up Meeting (by Job Superintendent & Project Manager) is conducted with all New Hires and documentation included in personnel folder Employee Safety Questionnaire is completed at least once annually and results forwarded to the Job Sponsor and Area Safety Manager Project conducts a monthly mass safety meeting. Meeting is reviewed and rehearsed each time. Project conducts a Safety Stand Down two times per year Foreman conduct weekly Tool Box Safety Meetings and wall chart (tracking method) is current Job Manger, Superintendents, and Engineers attend Tool Box Meetings every week Mass Safety Meetings are held after serious near-misses and recordable injuries and at least once each month The job has conducted monthly training for all supervisors including foremen All jobsite supervisors and employees have received training in their responsibilities Effective Substance Abuse Program in use on the job Weekly safety walks conducted and results discussed at Supervisor and/or Subcontractor's Meeting Safety Committee established on Job and meets at least once per month. Minutes filed on the job. (A/R) Incident reporting immediately to Area Manager, Area Safety Manager and Project Sponsor. Area Manager or Area Safety Manager will notify DSM. Disciplinary Action Tracking Form and the Accountability Tracking Sheet is kept and sent to the Area Manager, Job Sponsor and Area Safety Manager monthly Training program is updated annually and report sent to Job Sponsor and Area Safety Manager on the 10th of January and July Project Safety Plan Self-Assessment conducted in January and July and reviewed by/with Sponsor then sent to Area Safety Manager OSHA 300 information available and current as required Insert Job-Specific Requirement here: Insert Job-Specific Requirement here: Insert Job-Specific Requirement here: Insert Job-Specific Requirement here: Insert Job-Specific Requirement here: Program Component Held, or YES NO N/A
Additional Comments may be written on the back of this sheet, or add additional sheets as necessary. Job Superintendent or Project Manager Signature/Date: ________________________________________________________________________________________________________
Sponsor Signature/Date: _____________________________________________________________________________________________________________________________________
Note: Submit with a copy of the training schedule for the next six (6) months.
Attachment A
Attachment B; Hazard Analysis Forms / Two-Minute Minder
Plan - the - Plan
Pre-Activity Meeting
Green Book
Minor Operations Work Plan Scoring - After completing the work plan, it will be scored by either the Project Manager or General Superintendent
Work Plans Form 505
Work Plans Scoring Sheet
Step 1 - PreEngineering
Pre-Engineering- The engineering and technical details of the operation and ensure compliance with all applicable contract requirements and preparatory work.
Step 2 - Work Plan
Work Plan - Items and information given to the foreman in order to organize and prepare their crew to begin a new activity or communicate major changes to an on-going activity
Step 3 - Play of the Day
Play of the Day - Daily guide to building the work. This pick-ups were the work plan leaves off. Provides details that the foreman can manage their work on a daily basis.
Step 4 - Verification
Verification - Step to ensure that the work performed meets the requirements of the contract and is properly documented.
KIEWIT BUILDING GROUP

OPERATION WORK PLAN
QUALITY/SAFETY HAZARD ANALYSIS
TITLE: PROJECT: SCOPE OF WORK: Describe the work, who is running the work, where it is, and operation assumptions and special considerations DATE:
SUPERINTENDENT: FIELD ENGINEER: FOREMAN: TOP SAFETY RISKS: What is the worst thing that can happen? How is someone on my crew likely to get hurt? Are there any other concerns we should discuss?
Radio/cell Radio/cell Radio/cell
Note any ergonomic risks: Lifting, Repetitive Motion, Vibration, Awkward Position:
TOP 3 QUALITY RISKS:
STEP BY STEP PLAN: 1 2 3 4 5 6 7 8 HOLD POINTS / INSPECTIONS
9 10 11 12 13 14 15 16
505-OPERATION WORK PLAN Rev4 01-09 Work plan cover
START DATE: CREW
OPERATION DURATION: DUTIES
Have quantity sheets been setup for these codes ? COST CODE TARGET PRODUCTION
Yes
No
(DAILY, WEEKLY) PRODUCTION NEEDED TO MEET TARGETS
EQUIPMENT
SAFETY P.P.E. / ST&S / PERMANENT MATERIALS
Environmental Considerations
Special Considerations: Traffic control plan required? Confined space? Flagger required? Test reports required? Affects on adjacent work: Access issues: Competent person: Does this impact the site emergency response plan? OTHER: OTHER:
Yes No Yes Yes Yes Yes No No No No
Signage required? Hot work permits? Excavation permits? List:
Yes Yes Yes
No No No
Pre-pour check list required? Backfill check list required? Permit inspections required? Do our subcontractors have a work plan? Has it been reviewed with the Superintendent? Are the subs familiar with the spec's and tolerances? Subcontractor point of contact for Quality issues: Have the following been reviewed and incorporated with this plan? Current drawing revisions. RFIs and FCN's or Field Memo's Submittals and shop drawings. Will a method analysis be performed on this operation? Have P/Q ideas been discussed and incorporated?
Yes Yes Yes
Yes Yes Yes Yes Yes Yes
No No No No No No
Have you searched the Q.I.L. Log for similar operation?
Yes
No
No No No
Current Rev. #: What Nos.:
Yes Yes
No No
By :
What items will be measured and checked as the work is completed per the (3) phase inspection process?
I certify that I have reviewed and understand the material covered in this plan
NAME DATE NAME DATE
The following individuals have reviewed this work plan:

SIGNATURE FOREMAN ENGINEER SUPERINTENDENT QC MANAGER PROJECT MANAGER DATE
Operation Work Plan Scoring Sheet

Date: Work Plan Operation: Operation Superintendent: Reviewer:
Score from 1 to 5 with 1 being poor and 5 being excellent

1 to 5
1 2 3 4 5 6 7 8 Are the top 3 Safety Risks properly analyzed? Are the top 3 Quality Risks properly analyzed? Is the work plan's step-by-step section complete and/or adequate? Hold points correct? Does the Work plan have enough information in order that the foreman can do their job? (lift/layout drawings, crane chart, equipment, etc) Are the individual steps having enough detail for safety hazards, tolerances and/or quality issues?
TOTAL POINTS
An adequate work plan should score between 18 to 30 points
Kiewit Building Group Foreman's Daily Plan (Play of the Day)

Project: Date: M T W TH F Sat Sun Foreman: Superintendent: CREW / EQUIPMENT / SUBCONTRACTOR SCHEDULE TIME Priority NAME / OPERATION 1 2 3 4 5 6 7 8 9 10 Tools/Supplies Needed
Tests/Inspections Survey Delivery EQUIPMENT # 1 2 3 4 5 6 7 8 9 10
SUBCONTRACTOR
10
SAFETY FOCUS / HAZARD / RISK Never walk past an unsafe act or condition! Safety Topics for Today
QUALITY FOCUS / HAZARD / RISK Do it right the first time! Quality Topics for Today
1 2 3
PRODUCTION GOALS Cost Code Qty Goal
1 2 3
LOOK AHEAD / OTHER OPERATION INTERFACE
PLAN B To be completed by Foreman and Superintendent prior to shift and turned in daily with time card
Foreman's Daily Plan (Play of the Day)

1 of 2 Play of the Day
Page 2
Use for sketches or drawings to assist in completing today's work
2 of 2
Play of the Day
ACTIVITY INSPECTION REPORT
Project: Project No: Report Prepared By: Inspection Location:

Inspection Type: Initial Follow-up -
Report Date/Time: Weather Conditions: Superintendent: Project Manager:

Final -
Subcontractor/Supplier Information Company Name: Contact Information: Work Description: References & Data Specification Section(s): Relevant Documents (submittals, drawings, sketches, etc.):
Job Foreman: Crew Size:
Critical Quality Elements & Requirements: ITEM 1 2 3 4 5 Observation Notes/Non-Conformance Issues
REQUIREMENT
Recommendations & Instructions:
Was a Quality Incident Cited? Are Field Photographs Attached? Is a Follow-Up Inspection Necessary? Scheduled date for next inspection: Field Results Reported To: Reviewed By: Reviewed By: Reviewed By:
YES YES YES
NO NO NO
Company: Company: Company:
Daily Traffic Control Report
Date: Traffic control Sup. Day Temp Sky:

Sunny Pt. Cloudy SU M T W TH F
Job No./Name:
SA
Name of Assistants
Shift Low
Rain Snow
High
Cloudy
Calm Light Strong Wind: Wind Direction: Todays Operations Requiring Traffic Control:
Traffic control plan(s) used: Sheet/Drawing Sheet/Drawing Sheet/Drawing Sheet/Drawing Number Used
Pilot Vehicle Flaggers Construction Signing Barricades Barrels Cones Vertical Panels Tubular Markers Arrow Board Message Board Message Wall Barrier Other Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Station-to-Station Location Location Location Location All Correct

No No No No No No No No No No No No No
No. of Missing/Damaged
Location of missing or damaged devices:
Maintenance, Corrections or Replacement:
Date last cleaned:
1 of 2
Traffic Contol
Daily Traffic Control Report
Light:Number
All correct?
Missing or Damaged
Location of missing or damaged lights
Maintenance, Corrections or Replacement:
Removal of permanaent stripe: Location (station to station) Temporary pavement markings: Paint White Yes No Yes No Tape Yellow From
Station to Station
Yes Yes
No No
To
Station to Station
Dairy:
Inspection Times Morning Midday Afternoon/Evening Accidents Yes No Owner Correspondence
am am
pm pm am pm
Yes
No
Requested
Yes
No
Traffic control supervisor signature If inspected by other than traffic control supervisor: Designated assistant traffic control supervisor signature:
Traffic control supervisor
Date Reviewed
Job Superintendent signature
Date Reviewed:
2 of 2
Traffic Contol
Fall Prevention/Protection Work Plan

Step #
Identify fall hazards in work plan and/or Area: Page of
Specific fall prevention or protection methods for workers exposed to a fall hazard: Standard Guardrail (top, mid & toeboard) Double lanyard system Anchorage capable of 5000lb load/Engineered * Restraint Line Boom lift (Designated Operator Required) Scissor lift Other (specify): Check equipment to be used: Full body harness Positioning lanyard
Horizontal lifeline * Vertical lifeline Safety Nets
Shock-Absorbing lanyard Retractable lifeline (check certification)
Fall Limiter Rope/Cable grab
Describe procedure for assembly, maintenance, inspection and disassembly of system (identify individuals responsible for each item): Assembly Maintenance Inspection Disassembly Competent Person: Responsible: Qualified Person: Responsible:
Describe procedure for handling and securing tools and equipment and over head protection for work areas below: Netting Barricade Canopy Protection Watch (Name of Person) Other (Specify) Describe method for prompt, safe rescue of injured worker:
Sketch of system (use additional paper if needed):
* NOTE: Attach a copy of Engineered designs for all fall protection systems used in the operation.
Ensure employees assigned to the tasks have received training and instruction on the items described above. A copy of the training record shall be available at the work location
KIEWIT BUILDING GROUP CONFINED SPACE PERMIT Date: Time Issued: am Entry Supervisor: Purpose of Entry: Hazards Work Will Create In Space: Tools To Be Used: Testers Name: Monitor Training Expiration: Monitor Model: Monitor Serial #: Date/Time Last Calibration: Cubic Feet of Space: Comments:
pm
Time Expires:
am
pm
Space Number: Exact Space Location: Initial: Area Survey Hazards In Surrounding Area? Does Space Need Isolation? Does Space Need Lockout/Tagout? Is Area Clear Around Space? Guard opening? Engulfment/Entrapment Issue(s)? Hazard Analysis Revised/Reviewed: Space Requirements
Ventilator(s)
Yes Yes Yes Yes Yes Yes Yes
No No No No No No No
N/A N/A N/A N/A N/A N/A N/A
Pre-Entry Atmospheric Test

Record Peak Values
Make: CFM:
Model: am pm
Test For Limits

Top Middle Bottom Front Back Remove Entrance Cover?
O2
19.5 23.5
LEL
Under 10%
H2 S
Under 10 ppm
CO
Under 35ppm
Other
Other
Other
Start Time: Respirator(s) Pressure-Demand SCBA Airline Powered Air-Purifying Cartridge plus Filter Rescue Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes No No No No No No No No
No Add auxiliary SCBA No Chemical Cartridge No Filter No Escape Bottle Telephone/Radio Yes Yes Fire: Ambulance:
Yes
No
Assess and eliminate hazards then remove entrance cover. No Yes Time: am pm
Harness/lifeline Tripod SCBA Lock out
Yes No No
No
Entrant: Entrant: Entrant: Attendant: Stand By Personnel:
Entrant: Entrant: Entrant: Alternate:
Electrical Pneumatic Mechanical Communication Radio Hot Work Permit Fire Extinguisher
Telephone Phone No. Protective Clothing Yes No Hearing Other Yes
Yes
No
Foremen:
All Conditions Satisfied Yes No
Yes
No
Explosion Lighting/Tools instrinsically safe Protective Equipment Nessasary Yes No Safety Glasses Face Shield Yes No
Entry authorized -Signature of Responsible Person:
No
Test For Limit Time
O2
LEL
H2 S
CO
Under 35 ppm
Other
Other
Other
Other
19.5 to 23.5 Under 10 % Under 10 % ppm
Permit Cancelled Secure Area (Post/Flag)
Yes Yes
Responsible person sig.: Time: am pm
All employees who may work in a confined space will be provided with appropriate training to acquire the appropriate understanding, knowledge and skills for safe performance of assigned duties:
Hot Work Permit/Checklist

Instructions: Complete permit and turn in to Kiewit field office prior to any hot work being performed. This permit is only valid for the single shift it was written for. Company name requesting hot work: Persons name performing hot work: Persons emergency telephone number: Name of fire-watch employee(s)
Location (Room & Floor) Proposed date & time of hot work: Considerations: Fire Extinguishers within 25' of Work Spark Containment Flammable/Combustible Removed Trash/Rags Removed from Area Welding/Wind Screens in Place Sewers/Drains Covered Charged Fire Hose Prework Checklist:
No Yes Lockout/Tag out Ventilation No Yes Drained/Empty No Yes Water Wash/Steamed Out No Yes Line Blinded No Yes No Yes Valves Closed Compressed Gas Cylinders outside of confined spaces N/A N/A N/A N/A N/A N/A Yes No N/A Yes Yes Yes Yes Yes Yes Yes No No No No No No No N/A N/A N/A N/A N/A N/A N/A
Leathers Worn/Gloves Respirator Required MSDS Required/Reviewed Firewatcher Required Spark Arrestors Installed
Yes Yes Yes Yes Yes
No No No No No
N/A N/A N/A N/A N/A
Purge* Vents Open Bleeders Open Lines Uncoupled Type of Gas Used
Yes Yes Yes Yes
No No No No
N/A N/A N/A N/A
Is This a Confined Space?
Yes
No
N/A Yes Yes
Gas Monitoring Required

No No N/A N/A
Yes
No
N/A
Local Jurisdiction/Owner Hot Work Permit Required? Permit Issued? Air Monitoring Results: Type Date Time
% O2/LEL/PPM
Tester Name
Special Conditions:
I verify that the above location has been examined, and that all precautions have been taken to prevent any fire breakout, and that permission is authorized to perform the hot-work prescribed. Site Safety Supervisor: Employee's signature(s) performing the hot work: Date:
Hot work authorized by:
Date:
KIEWIT BUILDING GROUP

EXCAVATION PERMIT
Contractor: Date Expires: Specific Location of Work: Size of Trench Length ' Width '
Date Issued:
Depth '
Class
Soil Type: Hard Rock AYes
BNo
C-
Is Shoring or Sloping Necessary? Angle of Slope (in degrees) Means of Egress Stairway Ladder Ramp Daily Inspection Performed By Type of Barricade Required Lines in Vincinity of Work Electrical Telephone Water Comments:
Other (Specify)
Sewer Steam Alarm
Process (Specify) Other (Specify)
Other Known Obstructions: Footings Pilings Comments:
Concrete Encasements Other (Specify)
Precautions to be taken: De-Energize Line Ground Tools
Hand Excavate Other (Specify)
When close clearances are indicated, hand excavation must be used to determine the exact location. Existing lines or interferences in the vicinity of the work must be marked by stakes indicating location and depth prior to excavation
APPROVALS Foreman: Superintendent:
WORK PLAN:
DATE:
01/00/00
This sheet should cover one step of the operation only. A HOLD POINT or INSPECTION is one step of an operation, list the conditions that should
be met before the next step can begin, and who is responsible for completing or verifing the completion. STEP # 1 0
HAZARDS
PRECAUTIONS
TOLERANCES / QUALITY ISSUES: List all tolerances that should be met for this step, and how they will be met, checked, and controlled
PICTURE / SKETCH
WORK PLAN:
DATE:
01/00/00
HAZARDS
PRECAUTIONS
PICTURE / SKETCH
WORK PLAN:
DATE:
01/00/00
HAZARDS
PRECAUTIONS
PICTURE / SKETCH
WORK PLAN:
DATE:
01/00/00
HAZARDS
PRECAUTIONS
PICTURE / SKETCH
WORK PLAN:
DATE:
01/00/00
HAZARDS
PRECAUTIONS
PICTURE / SKETCH
WORK PLAN:
DATE:
01/00/00
HAZARDS
PRECAUTIONS
PICTURE / SKETCH
WORK PLAN:
DATE:
01/00/00
HAZARDS
PRECAUTIONS
PICTURE / SKETCH
WORK PLAN:
DATE:
01/00/00
HAZARDS
PRECAUTIONS
PICTURE / SKETCH
WORK PLAN:
DATE:
01/00/00
HAZARDS
PRECAUTIONS
PICTURE / SKETCH
WORK PLAN:
DATE:
01/00/00
HAZARDS
PRECAUTIONS
PICTURE / SKETCH
WORK PLAN:
DATE:
01/00/00
HAZARDS
PRECAUTIONS
PICTURE / SKETCH
WORK PLAN:
DATE:
01/00/00
HAZARDS
PRECAUTIONS
PICTURE / SKETCH
WORK PLAN:
DATE:
01/00/00
HAZARDS
PRECAUTIONS
PICTURE / SKETCH
WORK PLAN:
DATE:
01/00/00
HAZARDS
PRECAUTIONS
PICTURE / SKETCH
WORK PLAN:
DATE:
01/00/00
HAZARDS
PRECAUTIONS
PICTURE / SKETCH
WORK PLAN:
DATE:
01/00/00
HAZARDS
PRECAUTIONS
PICTURE / SKETCH
Attachment C; Job Start-Up Checklists
PARTIAL LIST OF SAFETY SUPPLIES FOR JOB START-UP

Item Mark if Needed Item Mark if Needed
Air Horn Air Monitoring/Gas Dectors Aluminum Walkways Antifogger for Glasses Anti-Skid Material Assured Grounding Tape Back Support Belts Back-up Alarms Barrier Cream Beacons (amber color) Beam Clamps Brooms Bulletin Board Camera with Film Caution/Danger signs Chaps (kevlar/leather) Come-A-Longs Continuity Testers Crosby Clamps DO NOT OPERATE Tags Ear Muffs Ear Plugs Exhaust Fans Exit Signs Eye Wash Stations Face Shields Filtering Facepiece Respirators Fire Extinguishers First Aid Kits Flashlights/Batteries Full Body Harnesses & Lanyards Gas Storage Cabinets GFCI's (portable) Gloves Goggles Hard-Hats Incentive Awards LABELS (gas, drinking water) Leather Chaps Light Plants Lock Out tags & locks (keyed differently) Material Banding Device Metatarsal Guards (clackers) MSDS Labels (secondary labels) Noise Meter (sound LVL Meter)
3/8" Nylons/Poly Rope for barricades Oil Boom/pads (spill kits) Orange Barrier Fence Outrigger Pads Oxy-Ace & Carts (with rated firewall) Oxy-Ace Flashback Arrestors Oxy-Ace Hardhats Penetrometer Powered Air Purifying Respirators (PAPRs) Respirator Cleaning Supplies Respirators/Cartridges Rope Grabs (LCSDs) Safety Gas Cans Safety Glasses Safety Kleen Drums (secondary containment) Safety Signs/Posters Smoke Alarms Snow Shovels Spider Boxes (GFCI Protected) Stokes Basket/Sling or SKFDs String Lights Swing Radius Poles Traffic Cones Traffic Vests (Class II) Trash Containers Tripod (confined spaces) Twist Lock Plugs/Cords Ventilator (confined spaces) Vibration Resistant Gloves Water Jugs/Cleaning Supplies Wheelchocks Whipchecks Winter Liners
Safety Supplies for Job Start-Up Page 1 of 1
Attachment C-1
ENVIRONMENTAL COMPLIANCE CHECKLIST

TOPIC GENERAL:
Has the job assigned an environmental coordinator? Perform Pre-Job Environmental Inspection. Obtain copy of the Peter Kiewit Sons', Inc. "Environmental Control Procedures Manual". Has Safety-Kleen or approved vendor been called to set up plan? Have all pre-job containments been identified? Is there any need for any baseline soil testing? Does the work require baseline medical exams for our employees? Does the owner have an enviromental coordinator overseeing the project? If so, have they been contacted? Has the environmental coordinator completely reviewed the specifications for environment language? Are any federal, state or local permits needed? Is a storm water run-off plan needed? Has a spill prevention plan been established? Are there any subcontractors on the job doing environmental related work? Do they have contract approved by the Omaha Environmental Department? If material is being shipped off-site, has facility been checked out?
PERSON RESPONSIBLE
DATE NEEDED
DATE COMPLETED
COMMENTS
Are Emergency Environmental #'s posted (Coast Guard, HazMat Response Team, Department of Environmental Protection)? Are all shipping labels available? SWPPP if over one (1) acre. Environmental assessment if lease/purchase land. Waste stream profiles for all wastes.
Environmental Compliance Checklist Page 1 of 1
Attachment C-2
JOB CLOSE OUT

TOPIC
Contact Area Safety Manager at 75% completion to start Jobe Close Out Activities OSHA 300's Accident Files Dispose of Hazardous Materials MSDS to Area Office Environmental Files to Area/District Office
PERSON RESPONSIBLE
DATE NEEDED
DATE COMPLETED
COMMENTS
Job Close Out Page 1 of 1
Attachment C-3
Attachment D; New Hire Orientation Checklists
KIEWIT SAFE ORIENTATION BUSINESS MANAGER

Project: Employee Name: PRE-EMPLOYMENT 1. 2. Has employee completed the INS I-9 form? Has the consent for Drug and Alcohol testing been signed and the pre-employment drug screen specimen been collected? Has union dispatch been secured from the employee? GENERAL 4. 5. 6. Has employee completed the Employee Profile? Have our EEO and Sexual Harassment Policies been explained? Has the employee been shown the location of company bulletin boards displaying State and Federal posters? Does employee possess a valid driver's license? Does employee have proper clothing and suitable work boots? Has our payroll period and payday been reviewed with the employee? Has employee been given the New Hire Orientation Packet? STATE AND JOB SPECIFIC REQUIREMENTS 11. 12. 13. 14. 15. Job #: Employee #:
3.
7. 8. 9. 10.
Business Manager's Signature:
Date:
Employee's Signature:
Date: Attachment D
KIEWIT SAFE ORIENTATION STEP 1: SUPERINTENDENT

Project: Employee Name: SAFETY 1. 2. Explain the Three-Step KIEWIT SAFE Orientation Explain details of the job, how the job benefits the local community and the important role the new employee will play in the construction of the project. Introduce the KIEWIT SAFE Video and sit in on the screening. Emphasize key compnents from the KIEWIT SAFE Video: Expectations / Empowerment / Teamwork Review the KIEWIT SAFE Superintendent "1 on 1"; review KBG New Hire Picture Book with Employee. Obtain a commitment from the employee that they will actively help to prevent injuries by being a member of the KIEWIT SAFE team. Question the employee about any physical limitations that we may need to accommodate. Provide work assignment. Have our basic safety rules and our commitment to safety been reviewed with employee? Have work hazards and controls specific to the project been explained? Has the employee been told that failure to comply with our injury notification procedures may complicate claims for workers' compensation benefits? Has the employee's driver's license status been noted? OWNER AND PROJECT SPECIFIC REQUIREMENTS 12. 13. 14. 15. Superintendent's Signature: Employee's Signature: Date: Date: Job #: Employee #:
3. 4.
5.
6.
7.
8.
9. 10.
11.
PLEASE COMPLETE THIS FORM AND RETURN TO THE BUSINESS MANAGER
KIEWIT SAFE ORIENTATION STEP 2: FOREMAN

Project: Employee Name: SAFETY 1. 2. 3. 4. Ensure the new hire understands all items discussed by superintendent. Introduce new employee to all fellow crewmembers. Describe the work the new employee will perform. Explain any hazards and their controls that may be pecuilar to the work of the crew and review any applicable JHAs or MSD sheets. Describe the emergency procedures in case of fire and/or major accident. Physically show the location of first aid equipment, fire suppression equipment, sanitary faciliiteis, drinking water, telephones, radios, tool shacks, parking area and offices. Obtain a commitment from the employee that they will actively help to support the KIEWIT SAFE attitude by reporting unsafe conditions or behaviors. Assign an experience craftworker to the new employee. Foreman should explain their personal expectations of their employees. GENERAL 10. 11. 12. 13. 14. Foreman's Signature: Employee's Signature: Date: Date: Job #: Employee #:
5. 6.
7.
8. 9.
KIEWIT SAFE ORIENTATION STEP 3: JOB SUPERINTENDENT / PROJECT MANAGER

Project: Employee Name: SAFETY 1. 2. 3. Job Superintendent / Project Manager reviewed the "Face 2 Face"? JS / PM must, in their own way, encourage employee ideas. JS / PM should discuss what is meant by "going above and beyond the call of duty" and the importance of empowerment. JS / PM to explain what actions are required to build a KIEWIT SAFE job. Obtain a commitment from the employee that they will actively help to prevent injuries by being a member of the KIEWIT SAFE team. Ask new employee who their mentor or buddy is on the job. Ask new employee what the three greatest hazards they have faced on the job. Ask if the employee's concerns about safety are taken seriously. Do you feel part of the KIEWIT SAFE team? Why? Do you feel you have any skills you think might contribute to the success of the KIEWIT SAFE program? For example, EMT or First Aid Training. ASK: HAS EMPLOYEE REVIEWED NEW HIRE PICTURE BOOK? 11. JS / PM (or designee) to review Part 2 of the Face 2 Face Hazard Awareness Photos (Picture Book, if necessary). MISCELLANEOUS 12. 13. 14. Job #: Employee #:
4. 5.
6. 7. 8. 9. 10.
JS or PM's Signature: Employee's Signature:
Date: Date:
Attachment E; Employee Safety Questionnaire
Project: _________________________________________________Date: _________________ Employee Safety Questionnaire

This questionnaire is anonymous. Please do not put your name on this document. Answer all the questions and hand completed form to your Superintendent. By doing so, you will help us make this project safer. Please check or circle only one answer. 1. How long have you been on this project? Less than 1 month _____ Less than 3 months _____ More than 3 months _____ 2. Upon arrival on site, how was your safety orientation? 1----------2----------3----------4----------5 (Poor) (Good) 3. Do you feel safe on this project? 1----------2----------3----------4----------5 (Not at All) (Yes) 4. Do you feel comfortable bringing safety concerns to your Supervisors attention? 1----------2----------3----------4----------5 (Not at All) (Very) 5. Is the Company really supportive of workers safety? 1----------2----------3----------4----------5 (Not at All) (Yes) 6. Do you feel the Company would support you if you refused to work in an unsafe environment? 1----------2----------3----------4----------5 (Not at All) (Yes) 7. Does your Supervisor review a Hazard Analysis before starting new operations? 1----------2----------3----------4----------5 (Never) (Always) 8. Are you supplied with all necessary personal protective equipment to do your work safely? 1----------2----------3----------4----------5 (Never) (Always) 9. My Supervisor provides me with all information and training to do my work safely. 1----------2----------3----------4----------5 (Not at All) (Always) 10. Is your Supervisor really supportive of our safety program? 1----------2----------3----------4----------5 (Not at All) (Always) 11. Does your Supervisor give you specific safety instructions each time he/she assigns you a task to perform? 1----------2----------3----------4----------5 (Never) (Always) 12. Do you feel comfortable stopping someone from committing an unsafe behavior? 1----------2----------3----------4----------5 (Not at All) (Very)
Please provide any additional comments or suggestions you have that would make this project a safer one. __________________________________________________________________________________ ______________________________________________________________________________________ Thank you. Kiewit Building Group Page 1 of 2 Attachment E Kiewit Safe
Employee Safety Questionnaire
1. What is your opinion of the project safety program and what can be done to improve it? ___________________________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ 2. What can be done to improve your job? ___________________________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ 3. Does supervision (foreman, superintendent and management) listen to you? ___________________________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ 4. What is your opinion of the Recognition and Rewards program? ___________________________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ 5. What is your opinion of the accountability/discipline program? ___________________________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ 6. Any other comments or suggestions? ___________________________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________
Kiewit Safe
Page 2 of 2 Attachment E
Attachment F; Project Manager/Job Superintendent Safety Walk
JOB SUPERINTENDENT/PROJECT MANAGER INSPECTION FORM

PROJECT: ______________________JOB SUPERINTENDENT/PROJECT MANAGER: __________________________ DATE: _________________________ TIME: _________________________________________________________ ***ANY NO ANSWER REQUIRES AN EXPLANATION ON THE REVERSE SIDE OF THE FORM*** NOTE ANY UNSAFE BEHAVIORS (SHORTCUTS, IMPROPER ACCESS, ETC.)
Unsafe Behaviors Observed: Corrected By: Date Corrected:
ARE BIG RISKS IDENTIFIED? (Signs Current, Addressed in JHA, Known by Crew) PERSONAL PROTECTIVE EQUIPMENT Wearing basic PPE (Hardhats, safety glasses)
Yes _____ No _____
Corrected Yes_____ No _____
Yes _____ No _____ N/A _____
Corrected Yes_____ No _____ Corrected Yes_____ No _____
Specialty PPE being used (Gloves, Respirators, Yes _____ No _____ N/A _____ Ear Plugs, Knee Pads, Chaps, Vests) ACCESS HOUSEKEEPING Proper Access provided and used (Ladders, Ramps, Stairs, etc.) Barricades being used properly (Caution & Danger Tape, Cones, Barricades, etc.) Good Housekeeping in All Areas FALL PROTECTION Fall protection being used properly (Harness & Lanyard, Lifeline, Anchorages, etc.) Work Platforms in good shape (Decks, Scaffolds, Inspected, Handrails, etc.)
Yes _____ No _____ N/A _____
Corrected Yes _____ No _____
Yes _____ No _____ N/A _____
Yes _____ No _____ N/A _____
Yes _____ No _____ N/A _____
Yes _____ No _____ N/A _____
TOOLS/POWER SOURCE Proper power source procedures being used (GFCI, Cords Inspected, Whip checks, Lock-out Yes _____ No _____ N/A _____ & Tag-out) Proper Use of Small Tools (Saws, Drills, Chipping Guns, etc.) Proper Procedures being used for Hot Work (Flash Arrestors, Bottle Storage, Fire Protection, PPE) Yes _____ No _____ N/A _____
Yes _____ No _____ N/A _____
EQUIPMENT Equipment being operated safely (Designated Yes _____ No _____ N/A _____ Operators, Seat Belts, Backup Alarms) Proper Material Handling (Rigging, Lifting, Pinch Points) SPECIALTY WORK Proper excavation methods used (Slopes, Shoring, etc.) Confined Space procedures being followed (Permit, Ventilation, Rescue Equipment, Training, etc.) Yes _____ No _____ N/A _____
Yes _____ No _____ N/A _____
Yes _____ No _____ N/A _____
ATTACHMENT F
JOB SUPERINTENDENT / PROJECT MANAGER INSPECTION FORM

In detail, note items found non-compliant during inspection.
PERSONAL PROTECTIVE EQUIPMENT

LOCATION: DESCRIPTION:
LOCATION:
DESCRIPTION:
ACCESS/HOUSEKEEPING
LOCATION:
DESCRIPTION:
TOOLS/POWER SOURCE
LOCATION:
DESCRIPTION:
EQUIPMENT
LOCATION:
DESCRIPTION:
SPECIALITY WORK
LOCATION:
DESCRIPTION:
Attachment G; Superintendent Safety Walk
SUPERINTENDENT SAFETY INSPECTION REPORT
Project: ____________________________________________Job No.: _________________________ Inspected By: _______________________________________Date: ___________________________ Weekly Focus Topic: _________________________________________________________________ Location Unsafe Behaviors Corrected By Date
Location
Unsafe Behaviors
Corrected By
Date
Location
Unsafe Behaviors
Corrected By
Date
COMMENTS: _______________________________________________________________________________________ ___________________________________________________________________________________________________
REFER TO REVERSE FOR LIST OF ITEMS TO LOOK FOR ON THE TOUR
Attachment G
Remember to pay special attention to employee actions. Any unsafe behaviors must be stopped and corrected immediately. Explain why it is an unsafe behavior and the ramifications if performed again.
ITEMS TO LOOK FOR DURING SAFETY TOURS & INSPECTIONS
UNSAFE ACTS/BEHAVIORS examples 1. Employee failing to use proper access 2. Employee using wrong tools for the job 3. Employee getting under loads 4. Employee not using proper PPE 5. Employee using tools improperly 6. Employee lifting improperly 7. Employee not following JHA PERSONAL PROTECTIVE EQUIPMENT 1. Are hard hats and safety glasses used by all employees? 2. Do Subcontractors comply with safety equipment rules? 3. Is additional eye protection used when necessary? 4. Is hearing protection worn when necessary? This is not just the employee using the tool but also those in vicinity. 5. Respirators worn, training/fit-tests/medical exams done and documented? 6. Gloves worn when working around sharp edges, during stripping, using Rigging, exposed to pinch points? 7. Are vests worn around traffic and heavy equipment? HOUSEKEEPING 1. Are materials stored properly? 2. Is scrap material picked up as work progresses? (Nails removed) 3. Are the access ways clear of material, cords, etc.? 4. Does the job office and storage set the example? 5. Gang boxes and connexs organized? 6. Proper lighting provided for work? 7. Secondary containment used for hazardous materials? TOOLS, ELECTRICAL 1. Ground fault system or Assured Grounding in place? 2. Cord and tool inspections done daily? 3. Protective measures in place for cords? 4. Lock-out/tag-out program for all electrical and mechanical work? 5. Power lines marked/procedures in place for working around them? 6. Are tools and cords stored to prevent damage? 7. Right tool for job being used? 8. Power activated tools properly used (Operator license/signage up)? 9. Tool guards in place? Air hoses secured? EQUIPMENT, RIGGING 1. Designated operator program in place? 2. Seat belts being used? 3. Daily visual checks being performed and turned in? 4. Crane setup correct? (outriggers fully extended, swing guards used?) 5. Tag lines used on all loads? 6. Power lines marked, spotters used? 7. Rigging in good repair? CONCRETE & FORMS 1. Rebar protection installed? 2. Proper PPE being used when working with concrete? EXCAVATION 1. Designated competent person onsite? 2. Soil classification being done? 3. Proper sloping or shoring used? 4. Access and egress provided every 25? 5. Utilities notified and located? 6. Inspections done daily? 7. Open excavations barricaded? FIRE PREVENTION AND PROTECTION 1. Are adequate extinguishers onsite? 2. Have employees and subcontractors been notified of fire extinguisher locations? 3. Have employees been trained in the operation of extinguishers? 4. Are warning signs in place (flammable, no smoking, etc.)? 5. Proper storage of flammables? SCAFFOLDS, LADDERS & RAMPS 1. Is scaffold tag system in use? 2. Do employees use proper access to work platforms, barges? 3. Tie-off in lifts? 4. Handrails complete? 5. Overhead protection installed? 6. Ladders secured? 7. Step ladders used properly? 8. Ladders inspected for damage? MAJOR RISKS 1. Known by all employees? 2. Are they posted at jobsites? 3. Do they match the current job conditions? 4. Are they addressed in the JHA process?
Attachment H; Safety Inspection Checklists
Safety Inspection Report

Conducted by: _______________________________________________________________________________ Date: ________________________________________________________________________________________ Activities:
1. Hous ekeepi ng 2. Pi nch Poi nts 3. Genera l Acces s 4. La dders /Sta i r Towers 5. Open Hol es 6. Wa l kwa ys 7. Ha ndra i l s /Toe Boa rds 8. Sca ffol di ng 9. Fa l l Protecti on Methods 17. Overhea d Work 18. Ha nd Tool s 19. Ai r Tool s /El ec. Tool s 20. Stored Energy 21. Ha za rd Ana l ys i s 22. Communi ca ti on 23. Tra ffi c Control 24. Ma teri a l Stora ge 25. MSDS 26. Fi rs t-Ai d Fa ci l i ti es 27. Fi re Preventi on 28. Eros i on Control 29. Spi l l Preventi on 30. Concrete/Process Water 31. Wa s te Ma na gement 32. Other
10. Fa l l Protecti on Equi p. 11. PPE 12. Equi pment Condi ti on 13. Des i gna ted Opera tor 14. Ri ggi ng/Pi cki ng Bea ms 15. Ta g Li nes 16. Overhea d Loa ds
Hazard Rating:
Activity Rating
1 Severe Risk
2 Moderate Risk
Description
3 Minor Risk
Corrected By
= Complete
Date
Page 1 of 2 Attachment H
Activity
Rating
Description
Corrected By
Date
Unsafe Behaviors: _________________________________________________________________ Unsafe Behaviors: _________________________________________________________________ Unsafe Behaviors: _________________________________________________________________ Safe Behaviors: ___________________________________________________________________ Safe Behaviors: ___________________________________________________________________ Safe Behaviors: ___________________________________________________________________
Page 2 of 2 Attachment H
CREW SAFETY INSPECTION

Behavior-Based Inspection Format
BODY POSITIONING/AWARENESS
Proper Lifting/Carrying Loads Using Correct Grip Reaching to Lift Body Not Placed Appropriately Fingers/Hands Clear of Pinch Points Keeping Body Parts Clear of Crush Hazards Focusing on the Work Task
HOUSEKEEPING
Placing/Stacking Materials in Walkway Keeping Walkways Clear of Hoses, Cords, etc. Placing Waste Materials in Proper Containers Maintaining Clean Work Areas Other: ______________________________________ Other: ______________________________________ Other: ______________________________________
TOOLS USED
Proper Use of Guards Use of Tools in Safe Operating Condition Safe Operation of Equipment/Vehicle Proper Use of Shield/Fire Retardant Covers Safe Use of Ladders Other: ______________________________________ Other: ______________________________________
PERSONAL PROTECTIVE EQUIPMENT

Wearing Fall Protection Equip. when Required 100% Eye Protection Policy Compliance Faceshields in Addition to Glasses if Needed Use of Gloves when Needed Use of Proper Footwear where Required Lockout/Tagout during Maintainance Wearing Hearing Protection when Required COMMUNICATIONS Job Hazard Analysis Signed by Employees Job Hazard Analyses Available at Location Fall Protection Plan on Site and Signed Safe Barricading Installed - 10' from Edge Signs Posted as Needed Permits Used where Required and Available Other: ______________________________________ Other: ______________________________________ Other: ______________________________________
MATERIAL HANDLING/STORAGE
Using Proper Rigging Safe Loading/Unloading of Trucks Safe Loading/Unloading of Forks Safe Loading/Unloading of Skip Boxes Proper Placement of Materials/Housekeeping Proper Handling of Flammables/Combustables Use of Taglines on All Loads Proper Use of Compressed Gas Cylinders Other: ______________________________________
Other Observations or Comments: _________________________________________________________________ ________________________________________________________________________________________________ ________________________________________________________________________________________________ ________________________________________________________________________________________________ ________________________________________________________________________________________________ ________________________________________________________________________________________________ ________________________________________________________________________________________________ ________________________________________________________________________________________________ ________________________________________________________________________________________________ Attachment H.2
CREW SAFETY INSPECTION

DATE: ____________________TIME: _______________________LOCATION: _______________________________________ FOREMAN: __________________________________SUPERINTENDENT: ___________________________________________ TWO MINUTE MINDER:
AREA ACCESS: Ladders: Ramps: Stairs: Slopes FALL PROTECTION: Handrails LCSD Retractables Harness Signs HOUSEKEEPING: Trash Piles Hardware Skip Boxes Dumpsters ASSURED GROUNDING: Cords Tools HAZCOM: Trained MSDS Labels FIRST AID KITS: Available Stocked FIRE EXTINGUISHERS: Available Charged Inspected EXCAVATIONS: Dig Permits Utility Locates Slopes Spoils Protection Access EQUIPMENT: Designated Operator Daily Visual Wheel Chock Cleanliness TOOLS: Need Repair PERSONAL PROTECTION EQUIPMENT In Order
YES
NO
HAZARD ANALYSIS:
PLAN OF ACTION:
YES
NO
REVISED: _____________
DONE YES / NO: ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________
YES, NO OR N/A: ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________ ______________
_______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________
______________
_______________________________________________________
______________
CREW COMMENTS, THOUGHTS AND IDEAS: ____________________________________________________________________________________________ _________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________
SIGN: _______________________________________________
PRINT: ___________________________________________ Attachment H.3
Attachment I; OSHA Inspection Report
OSHA INSPECTION REPORT

PROJECT: ___________________________________________PROJECT #: _______________________ PROJECT SUPERINTENDENT: ____________________________________________________________ PROJECT SAFETY MANAGER: ____________________________________________________________ INSPECTION DATES AND TIMES: _________________________________________________________
1. PRE-INSPECTION: A. Person and Title contacted by OSHA: _______________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ B. C. Did CSHO show his/her credentials: YES NO
Names of OSHA CSHOs and their Area Office: ________________________________________________ ______________________________________________________________________________________ ______________________________________________________________________________________
D. What was the reason for the inspection: 1. Employee complaint? YES * NO *(If yes, attach copy, OSHA is required by law to give you a copy.) 2. Scheduled inspection? YES NO 3. Other (comment): ____________________________________________________________________ ______________________________________________________________________________________ ______________________________________________________________________________________ Did OSHA review recordkeeping: YES * NO *(If yes, which of the following records were reviewed?) 1. Required OSHA poster was posted: YES NO 2. Kiewits Project Safety Plan: YES NO 3. OSHA Form #300: YES NO 4. Minutes of Project Safety Meetings: YES NO 5. Other (comment): ____________________________________________________________________ ______________________________________________________________________________________ ______________________________________________________________________________________ 2. OPENING CONFERENCE: Names of Contractors, their Representatives and Titles (or attach list): ______________________________________________________________________________________ ______________________________________________________________________________________ ______________________________________________________________________________________ E.
Page 1 of 2
OSHA Inspection Report
Attachment I
3. INSPECTION TOUR: A. Who from Kiewit accompanied the OSHA CSHO? ______________________________________________ ______________________________________________________________________________________ Who else joined the OSHA Inspection Tour Group?_____________________________________________ ______________________________________________________________________________________ B. Did the CSHO take any photographs / videos? Did Kiewit take the same photographs / videos? C. YES YES NO NO
Were safety hazards and unsafe acts observed? YES NO If yes, what were they and who had responsibility: _____________________________________________ ______________________________________________________________________________________ ______________________________________________________________________________________
D. Was immediate corrective action taken? YES NO If no, comment: _________________________________________________________________________ ______________________________________________________________________________________ ______________________________________________________________________________________ E. Special comments regarding inspection: _____________________________________________________ ______________________________________________________________________________________ ______________________________________________________________________________________
4. CLOSING CONFERENCE:
A. Did OSHA hold a closing conference with Kiewit?

With other contractors? B.
YES YES
NO NO
Names of Contractors, their Representatives and titles (or attach list): _____________________________ ______________________________________________________________________________________ ______________________________________________________________________________________ What alleged OSHA Violations were discussed and with whom (or attach list): _______________________ ______________________________________________________________________________________ ______________________________________________________________________________________ At the Closing Conference, it is very important to establish which citations rightfully belong to Kiewit versus other companies. When citations are incorrectly assigned, Kiewit is forced to spend unnecessary time and money contesting them.
C.
NOTE:
Project Superintendent: ______________________________________________Date: ______________________ Project Safety Manager: ______________________________________________Date: ______________________

This OSHA Inspection Report is to be started at the beginning of and completed immediately after an OSHA inspection.
Page 2 of 2
OSHA Inspection Report
Attachment I
Attachment J; Incident Investigation Reports
KIEWIT BUILDING GROUP - BUSINESS CONFIDENTIAL INFORMATION INJURY TRACKING LOG PROJECT:
Attention: This form contains information relating to employee health and must be used in a manner that protects the confidentiality of employees to the extent possible while the information is being used for occupational safety and health purposes. INITIATOR DATE INJURED NAME TRADE TYPE INJURY BODY PART TASK WORK ACTIVITY LOCATION FOREMAN SUPT AREA 1ST AID REPORT RECORD RDC LTC
DECEMBER
JANUARY
FEBRUARY
MARCH
APRIL
MAY Attention: This form contains information relating to employee health and must be used in a manner that protects the confidentiality of employees to the extent possible while the information is being used for occupational safety and health purposes.
0 RDR 0
0 LTC 0
1ST AID REPORT RECORD DECEMBER - MAY TOTAL 0 0 0
JUNE
JULY
AUGUST
Attachment J
SEPTEMBER
OCTOBER
NOVEMBER Attention: This form contains information relating to employee health and must be used in a manner that protects the confidentiality of employees to the extent possible while the information is being used for occupational safety and health purposes.
0 RDR 0 0
0 LTC 0 0
1ST AID REPORT RECORD JUNE - NOVEMBER ANNUAL TOTAL TOTAL 0 0 0 0 0 0
Attachment J
Employee Injury Report

This report is required to be submitted within 48 hours to the Home Office Safety Department for ALL injuries. Injury Period: District: Job Name: Job Number: Employee Details PBS ID of Injured: Gender: Address: City, State, Zip: Phone Number: Injury Details Accident Date: Est. Days Away: Est. Days Restricted: Accident Time: (hh:mm am/pm) OSHA/MSHA Recordable Case: Body Part Affected: Name of Injured: Title/Occupation: Length of Service: Time on Present Job: Project Address:
Project Phone Number:
Yrs Yrs
Mths Mths
Days Days
Nature of injury or illness (ex. strained back, chemical burn, etc.):
Causative agent involved (object, substance, equipment, conditions, etc.):
Where the Injury Occurred (ex. Loading Dock North End):
Equipment Type Involved (if applicable): Personal Protection Equipment Required Yes No N/A Eye/Face Protection Hardhat Gloves Fall Protection Injury Questions Yes No 1. Was weather a factor? If YES, Explain: Was this a Quality related injury? If YES, Explain: Was this a Maintenance related injury? If YES, Explain: Was injured using all of the required PPE? If NO, Explain: Hearing Protection Safety Boots Respirator Seat Belt Yes No N/A
2.
3.
4.
Injury Questions (continued) Yes No 5. Was hazard identified on the JHA? If YES, Explain: Was hazard identified by the daily snapshot? If YES, Explain: Was an unrecognized change a contributing factor? If NO, Explain: Narrative Give a Detailed narrative of the accident:
6.
7.
What can be done to prevent a recurrence of this type of accident?
Additional Information:
Accountability/Work Flow Accountable District: Accountability (*Mandatory) *Foreman: General Foreman: Field/Craft Supt: *Proj Mgr/Job Supt: Area Manager: Sponsor: Witnesses Name: Employee? PBS # (not required): Address: City, State, Zip: Phone Number: Name: Employee? PBS # (not required): Address: City, State, Zip: Phone Number: PBS #: PBS #: PBS #: PBS #: PBS #: PBS #:
OSHA Form 301 Data The following information is intended for use on OSHA form 301. Employee Information Date of Birth: Date of Hire: Case Information Case Number from Log: Time work began: Type of Illness/Injury:
Name of Physician or other health care provider:
OSHA Form 301 Data (continued) Employee Information If treatment was given away from the worksite, where was it given? Facility Name: Facility Street: City, State, Zip: Treated in ER? Hospitalized as in-patient? If the employee died, when did the death occur? Case Information
What was employee doing just before the incident occurred?
Report Prepared By:
Date:
Subcontractor Employee Injury Report

This report is required to be submitted within 48 hours to the Home Office Safety Department for ALL injuries. Injury Period: District: Job Name: Job Number: Employee Details Company Name: Name of Injured: Title/Occupation: Project Address:
Project Phone Number:
Injury Details Accident Date: Est. Days Away: Est. Days Restricted: Accident Time: (hh:mm am/pm) OSHA/MSHA Recordable Case: Body Part Affected:
Nature of injury or illness (ex. strained back, chemical burn, etc.):
Causative agent involved (object, substance, equipment, conditions, etc.):
Where the Injury Occurred (ex. Loading Dock North End):
Equipment Type Involved (if applicable):
Narrative Give a Detailed narrative of the accident:
What can be done to prevent a recurrence of this type of accident?
Additional Information:
Report Prepared By:
Date:
Workers Compensation Loss E-mail Reporting: reportaclaim@SRSConnect.com

Please complete the following comprehensive list of questions to report your Workers Compensation Loss. You can use this template for e-mail submission. Asterisks denote information that is critical to proper handling office assignment. Please be sure to obtain this information prior to reporting a claim.
Preparer Information
Preparer Name: Terry L. White Filing State: * Employee Name: Date of loss: * Preparer Phone: 402-943-1453 Employee Social Security Number: Location Address: Time of loss:
Employer/Loss Location Information

Policy Number: * 91HMC086868 AL & CO: 91HMCTPR730 Account Name: Peter Kiewit Sons Address: 302 S. 36th Street, Ste 408 Contact Work Phone: 402-943-1453 Location Name: Address: Is this the employers address? (check one) Yes City: X No State: Zip Code: City: Omaha Account Number: * 77042 Location Code: 11-1-xxxxx
Employer Name: Kiewit Building Group State: NE FEIN: Zip Code: 68131
Employee Information
NCCI Job Class Code: Employee Address: Home Phone: Date of Birth: Number of Dependents: Circle Correct Answer For Each: Is Employee a Partner: Supervisor Name: Age: Work Phone: Gender: Primary Language: Yes X No Owner: Yes X No Officer: Yes X No City: State: Alt Phone: Marital Status: Zip Code:
Supervisor Phone:
Employment Information
Date of Hire: Date in Job: Job End Date: Hours Per Week: State of Hire: Length in Current Job: Hours Per Day: Pay Type: Length of Employment: Employment Status: Days Per Week: Hourly Wage:
SRS Workers Compensation E-mail Template
Page 1 of 4
Daily Wage:
Weekly Wage:
Monthly Wage:
Gross Wages 30 days prior to accident: ( AZ only) Average Weekly Wage: Time Shift Begins: Regular Days Off (check): Other Payments Not Reported: Does Employee Consistently Receive Overtime: Date Injury Reported to Employer: Date claim form provided to employee: (CA only) Mon Tues Wed Gross Wages 30 Days Prior to Accident: Time Shift Ends: Thurs Fri Sat Sun
Amount: Amount:
How Often is Other Payment Received: (Monthly, weekly, other) How is Overtime Payment Paid: (Monthly, weekly, other) Employee Status at Time of Reporting: (CA only)
Loss Information
Loss Description (what was employee doing at time of injury): *
Nature of injury:
Fatality Date:
Next Of Kin Information

Next of Kin name: Home Phone: Relationship to Employee: Address: Work Phone: City: Alt Phone: State: Zip Code:
Injury Information
Has Employee previously reported a claim: Status: Has Employee missed time from work, or are they expected to? Date returned or expected date to return: Does employee have a Group Health Provider: (OR only) Fifth day incapacity date: (MA only) Yes No Loss Date: Body Part: Did Employee receive medical treatment? First Date Missed: If yes, name of Group heath provider: Yes No
Initial Treatment Information

Initial Treatment: Taken by Emergency Transportation? Facility Name: Phone: Type of Medical Treatment Received: Admitted to Hospital: Unk Yes No Date Admitted: Page 2 of 4 Still in Hospital: Yes No Unk Yes No Unk Airlifted/Medivac? City: Yes State: Treating Physician: No Unk
Address: Facility Type:
Zip Code:
Intensive Care Unit:
Yes
No
Unk
Burn Unit:
Yes
No
Unk
Additional Treatment
Physician Name: Phone: Type of Medical Treatment Received or Expected: Address: City: Specialty Type: State: Zip Code:
Incident Information
Time Employee Began Work: Department Where Injury Occurred: Were Safeguards or Safety Equipment Used: Is the purpose of this claim a possible Dispute? (LA only) Yes Labor and Industrial claim number: (WA only) Could the employee have prevented the Accident: (VT only) No Yes Unk Time Incident Reported: Were Safeguards or Safety Equipment provided: Yes No Unk No Unk
OSHA log Number: (UT only) UBI Number (WA only) Could the employer prevent this type of accident: (VT only)
Additional Incident Information

Was a Machine Part Involved: Was Machine Part Defective: Is The Claim Questionable: Was Employee Engaged in an Unsafe Activity: Yes No Unk In What Way Was the Machine Defective: Signs of Alcohol or Drug Use: Describe Unsafe Activity:
Responsible Party (if applicable)

Responsible Party Name: Terry L. White City: Omaha State: NE Zip Code: 68131 Address: 302 S. 36th Street, Suite 408 Phone: 402-943-1453
Witness Information (if applicable)

Witness Name: Home Phone: Address: Work Phone: City: Alt Phone: State: Zip Code:
Contact Information
Name: Terry L. White Work Phone: 402-943-1453 Email Address: tl.white@kiewit.com Address: Same as Above City: Alt Phone: 402-490-6072 (Cell) Contact Persons Title: VP Safety State: Zip Code: Fax Number: 402-943-1460 When To Contact: Anytime
Additional Information
Page 3 of 4
Jurisdictional Information
(Submit only for applicable states)
Nevada
How is employee paid: (check one) Bi-weekly Sun No Monthly Mon Unk Tues Semi-monthly Wed Weekly Thurs Fri Other Sat
Day of week pay period ends: (check one) Are scheduled days off rotating: Yes
If part time, how many hours a week was the employee hired: hrs OSHA log number: Supervisor that injury or occupational disease was reported to: Did employee return to next scheduled shift after accident: Last day wages earned: If validity of claim is doubted, state reason:
How many months has the employee been months Employed by the current employer in NV: Was more than one person injured in the Accident: Yes No Unk Was employee in your employ when the injured or disabled by occupational disease? Yes No Will you have light duty work available if necessary: Yes No Unemployment Compensation received during last 12 months: Yes No
Yes
No
New Hampshire
Is a NH youth employment certificate on file: Number of full time employees: Is there a written safety program: Managed Care Program: Yes Yes No No Yes No Estimated length of disability: Number of part time employees: Is there an active Safety Committee: If yes, Managed care provider name: Yes No
Texas
Does Employee speak English: If no, native language: Korean Other Race: Asian French Unknown Black Yes No Italian Hispanic Last paycheck amount: Last pay period days worked: Yes No If yes, Accident prevention services received: Yes No Polish Russian Spanish Vietnamese German White
Tax ID number: Last pay period hours worked: Accident prevention services requested in past 12 months:
Page 4 of 4
Attachment K; Investigating a Serious Incident
Investigating a Serious Incident

Be ready before an incident occurs:
Keep an incident investigation kit handy. An incident kit should have: 1. A good camera with date stamp and an extra battery. 35mm or digital cameras are best. A disposable camera is fine, but not a Polaroid. Keep extra film or discs in the kit. 2. A 100 tape measure, a good flashlight, and spare batteries. 3. A homer book, pens and a ruler. 4. Keep this memo in your kit, along with the Project Crisis Management Plan.
When an incident does occur:

1. 2. Care for the injured and secure the scene. These always come first. Call Job Superintendent, Job Sponsor, Area Manager and Terry L. White. Every serious injury / loss must be reported immediately to one of these people: Terry L. White Jim Schneider KBG Safety Department Kiewit Insurance Department Office: 402-943-1453 Office: 402-271-2864 Cell: 402-490-6072 Cell: 402-651-0572 tl.white@kiewit.com jim.schneider@kiewit.com Report the loss. Every loss must be reported immediately to SRS/Hartford. They can be reached at Phone 1-800-327-3636, Fax 1-800-347-8197. [Must have Terry L. White Approval] Secure the evidence. Whether we draw a claim or not, we have only one good chance to gather evidence. Do it every time. It is worth the time and expense to do it right. Some critical steps: Take dozens of pictures: 1. Pictures are cheap; the incident is fresh only once, so take a lot of photos. 2. Take pictures as soon as possible. If its still dark, take a few to show lights, reflectors and illuminated signs, and take the rest the next morning. 3. Dont stick your pictures in a box, they may get lost as the job wraps up. Send one set and the negatives right away to the Safety Department. If you take digital photos, email them. Take several types of pictures: 1. Take photos of the incident scene from several angles. For example, take shots from all four sides, from above and below the scene, if possible. 2. For auto incidents, take several shots along each direction of travel, starting from a distance and taking pictures as you move in closer. Take photos from the sides. Take photos from overhead if possible. Take photos of all four corners of every vehicle involved, damaged or not. Take photos of all skid marks and gouges, any ruts or marks in soil, and any debris. Take some pictures close up, using your tape measure, a barricade, or something as a size reference. Take some at a distance using a sign, a culvert, or some other location reference. 3. Get good photos of the scope of work. Again, take close-ups and some from far away. It is important to document the big picture, not just the incident scene itself. - Photograph what we were building that day, and the surrounding area. - Photograph the signs, barricades, and other parts of the mishap scene. - Photograph the equipment, the material and spoil piles, and anything else that might have been involved. 4. Take diary notes on the physical conditions that could have contributed to the incident. Examples include: lack of handrails, poor housekeeping, lack of or not using PPE, defective scaffolding, road surface conditions, weather conditions, light factors and etcetera.
1/3/12 Attachment K
3.
4.
5. If there were eyewitnesses, take pictures from their vantage points. Locate witnesses: 1. Get the names, addresses, and phone numbers of everyone working that day. Our employees, subcontractor employees, drivers, the owner, etc. Time cards / slips may help. 2. Get the names, addresses, and phone numbers of everyone who might be an eyewitness. Secure physical evidence. This could be anything use your imagination. Physical evidence can include PPE maintenance records, load receipts, damaged barricades, vehicle parts, maybe even an entire piece of equipment, and hundreds of other possible things. Work closely with the police, fire, OSHA, or other authorities if they are involved. When in doubt, carefully secure it and log what you have. We can deal with questions later. Secure documentary evidence: 1. Police, fire, DOT, EPA, and other official reports. Follow up for supplemental reports. 2. Copy traffic control plans, and sign and barricade logs. 3. Copy contracts, plans, and diaries. 4. Copy notes and memos from safety and toolbox meetings related to incident issues. 5. If your job uses CMS boards or an AWIS system, secure the log of what was displayed, where, and when. If its kept in a computer, secure a download of the data. 6. Copy contracts, purchase orders, delivery receipts, and other documentation of work performed by subcontractors, material suppliers, and others in the vicinity. 7. Copy newspapers, get TV footage, make web site downloads, and other press coverage. Work up a detailed description of the incident: 1. Explain what happened in great detail, moment by moment, in chronological order. 2. Sketch the scene and give precise measurements using a single point of reference. 3. Describe the weather at the time, the topography of the area, and other physical characteristics. 4. Describe what our subs and we were working on that day. What stage was the job? NOTE: Your task is to secure information. Save opinions for later, when we have everything. Keep an incident file, indexed by date of injury / loss and names of potential claimants: 1. This will give you a place to keep photos, reports, notes, and copies of the items above. 2. Get the incident file and all evidence to the KBG Safety Department within a few days. When you leave the job, DO NOT leave it with anyone else, nor with all the other records from the job. In the days after the incident: 1. If the scene changes after the incident, keep careful notes of what changed. Take before and after photos. Get these notes and photos to the KBG Safety Department. 2. Law enforcement, adjusters, investigators, attorneys, families of victims, and others may want to visit and re-visit the scene. We want to be accommodating, but you have the right and the duty to insist on safety and a convenient meeting time. There are serious safety concerns when non-construction people are in our site. 3. Keep a detailed log of non-construction people who ask for information or ask to visit the scene. For those that actually visit, get business cards, and/or log their names, addresses, phone numbers, and who theyre representing. If youre not comfortable with someone being there, say so! You have the right to send away anyone acting unreasonably. 4. Escort every visitor and take notes of their activity. Get this information to the KBG Safety Department.
Attachment L; Incident Alert (Blank)
Incident Alert
Case
Date and Time: ( ) District Name: Project Name:
Description (What happened?)
Contributing Factors (Why did the incident happen?) Corrective Measures (How can the incident be prevented in the future?) Reconstruction Photos Please attach the incident photos prior to submitting.
PLEASE CHECK ALL THAT APPLY

Cause of Injury: Debris in Eye Miscellaneous Using Tools Type of Injury: Burn Miscellaneous Craft Type: Carpenter Mechanic Other (please specify): Body Part Injured: Market Segment: Buildings Oil, Gas, Chemical Length of Employee Service: Heavy Civil Power Mining Transportation Water/Waste Water Other (please specify): Eye Injury Puncture/Abrasion Foreman Operator Ironworker Pipe Fitter Fracture Laceration Sprain/Strain Laborer Electrician Electrical crushpoints Ergonomic Slip/Trip Fall Struck By or On Lifting/Carrying
MASTER PRECAUTION CHECKLIST (PLEASE CHECK ALL THAT APPLY)

Peoples Positions: Attention to Work: Communication: Using PPE: Executing Work: Alignment Repetition Eyes on Task Recognize Changes Good Condition Select Right Tool Use Tool Properly Mind on Task JHA In Use Follow Policies Pace Plan Right Type Work Safely Use Correct Access Aware of Surroundings Task Coordination Over Exertion Line of Fire Over Reaching
Verify Tool is in Good Condition
Working Conditions: Other:
Guards & Barriers Work Plan Design Rework
Clean/Clear of Clutter Ambient Conditions Employee Medical Event
Footing Tools/Equipment Are Put Away Other (please specify):
Attachment M; Subcontractor Safety Monitoring Program
KIEWIT BUILDING GROUP Responsibility of a Subcontractor Monitor
1. Field Audits Once a week per assigned Subcontractor Record in daily Inspection Handbooks Conduct periodic safety shutdowns as part of your weekly field audits 2. Tool Box Meetings Receive and chart weekly. If the Subcontractor did not perform work during the week, you still must mark the chart (N/A). Attend one of the Subcontractors tool box meetings once per month. Attend more often for problem Subcontractors. 3. Hazard Analysis Require a Hazard Analysis prior to all operations. Stop any work without one. Review the Hazard Analysis prior to the start of an operation. Monitor and make sure all Hazard Analyses are being reviewed and updated as needed. 4. Pre-activity Meetings Attend Pre-Activity meetings and make certain all safety aspects are addressed. Periodically review the cliff notes (attached) at pre-activity meetings and at tool box meetings. 5. Accident Reporting You are responsible to make certain all accidents are reported timely with the appropriate paperwork. You are responsible to make certain that an injured employee receives medical treatment at the appropriate job designated clinic. You are responsible to make certain the Subcontractor has taken the appropriate action to minimize the classification of the injury (sample medications, full duty release if possible, list light duty work restrictions and find work to meet the restrictions, make certain the employee shows up for work on the day following the injury, etc.).
Responsibility of a Subcontractor Monitor Page 1 of 1
Attachment M
Attachment N; Written Safety Violation Form/Disciplinary Action Tracking Log
KIEWIT BUILDING GROUP DISCIPLINARY ACTION TRACKING LOG

JOB NO.: __________JOB NAME: _____________JOB SUPT/PROJECT MNGR: _______________________
Warnings
Name Date Who Gave Reprimand Violation
Reprimands
Name Date Who Gave Reprimand Violation
Suspensions
Terminations
Attachment N
Attachment O; Subcontractor Pre-Construction Safety Meeting
SUBCONTRACTOR PRE-CONSTRUCTION SAFETY MEETING

Subcontractor: Date/Time:
1. 2. 3.
4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16.
Contract Value: Introductions Zero Injury Philosophy o All injuries are preventable. No injury is acceptable. o Safety, occupational health and environmental protection will not be sacrificed for production. o Never walk by an unsafe behavior or condition. o Work together to achieve zero injuries. Subcontractor Recordable Incident Rate: 3 Year Average: Scope of Work: Designated Subcontractor Representative: Sub Monitor: Written program: o Responsibility for Safety On Site Safety Representative: o Accountability & Disciplinary Policy o Alcohol & Drug Abuse Policy o Rules & Policies New Hire Orientation: Badging and Photo ID requirements. Substance Abuse Testing Accident and near-miss reporting, notify a Kiewit Representative immediately. Self Inspections Copies of MSDS Sheets to the Safety Supervisor or Business Manager Copies of Job Hazard Analysis to Subcontract Monitor Weekly Tool Box Safety Meetings Weekly Supervisors Safety (Subcontractor) Meetings Monthly Mass Safety Meeting during the first week of each month Insurance Certificates: Daily Equipment Inspections: Compliance Audits
Specific Requirements Personal Protective Equipment o Hard Hats (no aluminum or cowboy style) o Reflectorized Work Vests o Personal Floatation Work Vests when over or within 6 feet of water o o Safety Glasses/Eye Protection Gloves
* SAMPLE *
o Substantial Work Boots o Shirt with at least 4 sleeves o Hearing Protection Respiratory Protection, as a last resort, with proper fit testing as required by the exposure Confined Spaces Safety o PRCS o NPRCS Fall Protection required for any exposure over six (6) feet o Prevention of falls first o Hazard Analysis o Four (4) foot lanyards with shock absorber/harnesses onlyno belts Housekeeping, Housekeeping, Housekeeping Seat Belts to be worn by all in all vehicles and on any equipment equipped with ROPS Backup Alarms Wheel Chocks on all trailers and any vehicle over one (1) ton Turn off vehicles and apply emergency brake when exiting Rigging; no chains Only wood or fiberglass ladders (3, secured, offset entry, hand lines) Spill prevention; Control spill, immediately notify a Kiewit Representative, comply with law First Aid supplies and responders (each crew to have minimum of 1 certified) Fire Protection & Fire Extinguishers Low Voltage Electricity/GFCIs List of Emergency Contacts: Name Phone/Location
Other Issues:
Subcontractor Representative: Sub Monitor: Meeting Conducted by: Letter to Sub Requesting paperwork sent: (Attach Letter) by:
* SAMPLE *
SUBCONTRACTOR PRE-CONSTRUCTION SAFETY MEETING ATTENDANCE SHEET

Meeting: Name Company Date: Phone Number
* SAMPLE *
Attachment P; Crisis Management Plan

Pkslogo.tif
Project Name
Crisis Management Plan

Pkslogo.tif
PR-Crisis Comm.-Next edition: Dont rely on cell/voice

mail, pre-arrange media rules w/owner/ responders; criteria for interim spokesperson
NOTE: This is a master document. It must be tailored to meet your projects needs and the owners preferred approach to working with the media. Edit [bracketed] text as appropriate. For Pre Office 2007 Versions: To begin, make a copy of this file for your use. Next, click on Tools| Options| Print. Make sure the Update Fields Box under Printing Options is checked, and then click OK. To enter the name of the legal entity for your project (e.g., Kiewit Construction Company, Gilbert Southern Corp., etc.), click on File| Properties. In the Company field, type the legal entitys name, and then click OK. To enter your projects name, click on File| Properties| Custom, and then scroll down to the Project entry. In the Value field, type your projects name, and then click OK. For Office 2007 Users: To begin, make a copy of this file for your use. Next, click on the Office Button| Print| Options, under the Printing Options Heading check Update Fields Before Printing, and then click OK. To enter the name of the legal entity for your project (e.g., Kiewit Construction Company, Gilbert Southern Corp., etc.), click on the Office Button| Prepare| Properties. A toolbar will appear underneath the existing toolbar. Click Document Properties| Advanced Properties, and then click the Summary tab. In the Company field type the legal entitys name, and then click OK. To enter your projects name, click on the Office Button| Prepare| Properties. A toolbar will appear underneath the existing toolbar. Click Document Properties| Advanced Properties, and then click the Custom tab. In the top box scroll down to the Project entry. In the Value field, type your projects name, and then click OK. To delete a project name select the Project from the Properties box and click delete then OK. For All Versions of Windows Users: Next, print a few test pages. If the legal entity or project name fields have not been updated, contact Home Office Marketing for `assistance. When editing the incident type column of the Notification Checklist (Table 2.1), enter a lower case l a dot (G). Once your tailored Crisis Management Plan has been approved by your District Manager or his designee, distribute copies as required on the project site and to the Corporate Safety Director, the Vice President, Marketing, and the attorney assigned to your district. Delete this paragraph once you have tailored this document for your project.

Pkslogo.tif
Project Name
Crisis Management Plan

Updated: 6/17/2011 STOP! If you are in a crisis situation and you have previously reviewed this plan at least once, turn to Section 1, Emergency Procedures and Checklists, and perform the tasks outlined in that section.
Copyright 2011 by Kiewit Building Group. Neither this publication nor any part may be reproduced in any form without the express permission of the copyright holder.
[Date] Dear colleague: A crisis man-made or natural can strike any project, at any time. How Kiewit Building Group handles a crisis could have a profound effect on our most important assets: our people, our reputation, and our relationships with the projects owner and the communities they serve. To make sure we take a systematic approach to coping with an emergency and to minimize disruption of our operations we have prepared this Crisis Management Plan. Our goals are to: Respond rapidly and professionally to adversity. Identify and clarify responsibilities and ensure staff preparedness. Ensure accurate, consistent and timely internal and external communications. Maintain credible relations with the project owner, public officials, the media and the public at large. Fatality or serious injury Major property or utility damage Environmental discharge Major layoff or project shutdown Alleged illegal activities Labor unrest or demonstration
Situations that could trigger activation of this Crisis Management Plan may include:
Credible threat or protest against the project owner or Kiewit Building Group.
Preparation is the key to success in a crisis management plan. Work with your team to cover as many what if scenarios as possible, and make adjustments to this plan accordingly. Work with your clients in advance to predetermine rules for media relations and other vital communications issues. Work with your corporate resources in developing all of these plans.
An emergency is not the time to try to become familiar with this plan. Review it when you receive it, and whenever it is updated. Keep it accessible. Since every crisis is different, the best plan in the world cannot anticipate every challenge we might face. Be sure to ask for help, use common sense, and respond with sensitivity and restraint. Thanks in advance for doing your part to help Kiewit Building Group respond in the event of a crisis. Sincerely,
Area Safety Manager(Name) Nebraska Area Safety Manager
Preparations
Considerations for your Crisis Management Plan. Emergency Procedures and Checklists Team member roles and responsibilities.
1
Emergency Contacts
People and organizations to call in the event of an emergency.
2
Helping an Employees Family
What to do to help, and what to say or not to say to an injured or deceased employees family.
3
Working with the Media
How to respond to and track media inquiries. Media interview techniques.
4
After the Crisis
Follow-up actions and evaluation.
Kiewit Building Group Crisis Management Plan 1. Emergency Procedures and Checklists
Project Name Last Updated: 6/17/11
1.
Preparation
This section should be greatly expanded by the project team as it develops the overall crisis management plan. The following is an introductory list of activities that should take place during the planning process. It is not all-inclusive and should be considered as a starting-point only.
Develop a comprehensive list of risks and concerns, also known as the what if scenarios. Operational and communication procedures may change depending on the scenario. Review the list with the Owner. Predetermine their role in crisis management, particularly as it applies to communication. Designate specific locations for employees to muster in times of crisis or emergency. Locations should also be designated for families to gather, as well as a Media Zone. Designate personnel to staff each of these locations. Develop an alert/alarm system that is appropriate to your project location. Insure that backup communications tools are in place. For example, if telephone service is disrupted, how will on-site personnel communicate with each other? How will offsite personnel communicate with project management in the event of a crisis? Develop a procedure for securing the project site in the event of a crisis. Designate gate personnel. Prepare for controlling ingress and egress of vehicles, personnel, equipment, media, etc. Establish locations for the Master Copy of this Crisis Management Plan, along with other copies, that are well posted and well known. Develop training and testing programs for this plan. All new employees to the project should be given an orientation to the plan and their role in it. Conduct periodic table-top and full operations drills on the scenarios considered to be most likely to occur. Consider engaging the Corporate Spokesperson and other Home Office personnel in assisting in the development of this plan, along with training and testing programs. This section identifies crisis responsibilities for each key team member in quick-reference checklists.
1.1
Emergency Procedures & Checklists
This section identifies crisis responsibilities for each key team member in quick-reference checklists.
1.1.1 First on Scene Checklist

Check Responsibilities
Stay calm. Assess situation for imminent danger. Dont panic. Dont overreact. If safe, secure site. If not, wait for assistance. If police, fire or paramedic aid required, CALL 911 IMMEDIATELY. Administer first aid if required until medical professionals arrive. Ask for help. Call supervisor on radio or phone. Agree who will follow Notification Checklist (Table 2.1). Determine number and names of injured and fatalities. With subcontractor foremen as appropriate, account for all other on-site personnel. Do not release names, ages, residence or other information about injured or deceased personnel.
1.1.2
Check
Superintendents Checklist
Responsibilities
Verify status of all items in First on Scene checklist. Notify appropriate organizations and personnel, using Notification Checklist (Table 2.1)*. Assemble job personnel and count heads. Share basic information about incident with job personnel. Avoid speculation regarding the cause of the incident. If a serious accident, shut work down for rest of day and advise personnel when to return to work. Start next work day with Mass Safety Meeting. Direct media inquiries to Corporate Spokesperson. Say, Im not the company spokesperson. Please give me your name, media affiliation and contact numbers so that I can put you into contact with someone who can assist you. Never say, No comment. Gather/verify available information. What happened? Where? Who was involved? How did it occur? Document incident in writing and with digital camera. E-mail to District Manager, Corporate Spokesperson.
1.1.3
Check
Project Managers/Job Sponsors Checklist
Responsibilities
Verify status of all items on prior checklists and Notification Checklist (Table 2.1). Notify injured employees family and arrange transportation to hospital. Arrange for District Manager to visit deceased employees family in person. In consultation with District Manager, determine if job should be shut down. Establish command post in a conference room, with access to a speakerphone and facsimile machine. Designate job employee to screen, log and forward media inquiries to Corporate Spokesperson, and monitor media coverage. Designate Media Escort, Local Spokesperson (if approved by District Manager and Corporate Spokesperson). Keep Corporate Spokesperson advised of any significant changes in situation. If non-employee is injured or killed, contact Legal Department before advising family. Do not release names, ages, residence or other information about injured or deceased personnel until next of kin have been notified. With Corporate Spokesperson, anticipate media questions, develop responses, and obtain clearance from District or Division Manager. Designate job employee to prepare and distribute Accident Report. Conduct mass or section safety meeting as appropriate.
1.1.4
Check
KBG President Checklist
Responsibilities
Verify status of all items on prior checklists and Notification Checklist (Table 2.1). If a fatality, critical injury that may lead to a fatality or multi-injury situation involving three or more hospitalizations occurs, immediately request Legal Department assistance. This is necessary to ensure that the investigation is conducted properly, that communications with OSHA and other agencies are handled appropriately, and that employees and Kiewit Building Groups rights are protected. Notify injured employees family and arrange transportation to hospital. Visit deceased employees family in person. Determine if job should be shut down. Communicate with employees and other jobs in the immediate vicinity. Approve Media Escort and Local Spokesperson in consultation with Corporate Spokesperson. With Corporate Spokesperson, anticipate media questions, develop responses and review with Division Manager. In consultation with Legal Department, verify facts and identify potential legal issues. What happened? Where? Who was involved? How did it occur? Determine ways accident might have been prevented. Designate employee to prepare and distribute Accident Report. Conduct mass or section safety meeting as appropriate.
1.1.5
Check
District Safety Managers Checklist
Responsibilities
Notify affected agencies (OSHA, MSHA, police, etc.) as warranted. Compile project safety documentation (training records, safety meeting records, OSHA logs, etc.) Assist designated employee in preparation and distribution of Accident Report. Attend mass or section safety meeting as appropriate.
1.1.6
Check
Division Managers Checklist
Responsibilities
Verify status of all items on prior checklists and Notification Checklist (Table 2.1). Advise and coordinate crisis response with upper management. Ensure appropriate personnel have been assigned to deal with crisis. Ensure timely responses by appropriate people to all credible public agency or media inquiries. Fill in for other team members where needed.
Kiewit Building Group Crisis Management Plan 2. Emergency Contacts
2.
2.1.
Public Protest HazMat /Enviro Spill Traffic Interruption Major Utility Strike
Emergency Contacts
Notification Checklist
Accident w/Public Serious/Fatal Injury (Note: If police, fire or ambulance required, dial 911 IMMEDIATELY) Criminal Activity
G G G
G G G G G G
G G G G G
G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G
G G G G G G
G G G
G G G G G G G G G G G G G G G G G
G G G G G G G G G G G G G G G G G G G G G G G G G
G G G G G G G G G G G G G G G
G G G G G G G
Organization (Contact) Emergency Services Fire Police Ambulance Hospital (NAME) Doctor State or Federal OSHA [Electric Utility/Agency] (NAME) [Gas Company/Agency] (NAME) [Water Company/Agency] (NAME) Hazardous Material Contractor ([NAME) Drug Testing Lab (NAME) Owner/Consultant Personnel Primary Owner Contact (NAME) Program Manager (NAME) Construction Manager (NAME) Owners PR Manager (NAME) Project Personnel Project Manager (NAME) JV Partner (NAME) General Supt (NAME) Grading Manager (NAME) Structures Manager (NAME) General Project Engineer (NAME) Safety Manager (NAME) Equipment Manager (NAME) District / Area Personnel KBG President (Joe Lempka) KBG Vice President ( NAME) KBG Safety Manager(Terry White) KBG Environmental Control Manager (Steve Kanne) Area Manager (NAME) Area Safety Manager (NAME) Area Environmental Coordinator (Liberty Mather) Home Office Personnel Division Manager (Chris Murphy) Corporate Safety Manager (Eric Grundke) Corporate Spokesperson (Bob Kula) Legal Department (Jim Schneider) Legal Department (Bruce Clawsen) Insurance Department (Jim Schneider) Equipment Manager (Kerry Sudrla)
Work 911 911 911 xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx 402-977-4503 xxx-xxx-xxxx 402-977-5109 402-943-1463 xxx-xxx-xxxx xxx-xxx-xxxx 402-977-4537 402-943-1372 402-271-2899 402-943-5088 402-271-2846 402-271-2994 402-271-2846 402-271-2976
Mobile
Home
Remarks
xxx-xxx-xxxx
xxx-xxx-xxxx
Phone # Per Location xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx 402-659-6614 xxx-xxx-xxxx 402-490-6072 402-206-3931 xxx-xxx-xxxx xxx-xxx-xxxx 402-981-3394 402-981-0488 402-238-7787 402-541-5462* 402-651-0572 402-6596981 (402) 651-0572 402-215-7703 xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx 402-598-4987 xxx-xxx-xxxx xxx-xxx-xxxx NA xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx 402-390-8696 xxx-xxx-xxxx 402-390-8696 NA
*Dont give to media
Re: third-parties
2.2.
Other Project Contacts

Organization (Contact) [Subcontractor name] ([contact]) [Subcontractor name] ([contact]) [Subcontractor name] ([contact]) [Subcontractor name] Work xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx Mobile xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx Home xxx-xxx-xxxx xxx-xxx-xxxx xxx-xxx-xxxx x xxx-xxx-xxxx Remarks
Function Subcontractors Hauling Electrical Mechanical Survey
Kiewit Building Group Crisis Management Plan 3. Helping an Employees Family
3.
3.1
Helping an Employees Family

In the Event of a Serious Employee Injury
3.1.1 The most senior person on-site should immediately: Notify the District Manager; Legal Department and Corporate Spokesperson (see Table 2.1). Determine nature and extent of injuries, and where injured employees are being taken. Call the spouse/significant other and gently inform them: A. There has been an accident, B. The employee has been injured and C. Where the employee is being taken. Do not speculate about the cause of the accident, the injured employees prognosis or our obligations. If asked and the injury appears to be serious, say only: We can't be sure until we hear from the doctor. Advise the spouse or significant other that an employee or cab is on the way to take them to the medical facility. Discourage them from driving themselves. Designate an appropriate employee to go to the victim's home to lend assistance. Assign someone fulltime with appropriate language skills to respond to family needs (e.g. transportation, child care, etc.). Upon arriving at the injured employees home, the designated employee should call the job or district office for any new developments and, depending on the situation, offer to take the spouse/significant other to the hospital, find someone to watch the children, and make reasonably-requested telephone calls. 3.1.2 In the District Office, the District Manager should: Assign someone to stay in contact with the hospital for updates on the injured person's condition. Decline to release name, age, place of residence or other information about injured personnel until next of kin have been informed.
3.2
In the Event of an Employee Fatality
3.2.1 The most senior person on-site should immediately: Notify the District Manager; Legal Department and Corporate Spokesperson (see Table 2.1). Learn where the deceased employees remains are being taken. 3.2.2 The District Manager (or senior-most available manager) should promptly: Designate an appropriate employee to accompany the District Manager to the victim's home to lend assistance. Assign someone full-time with appropriate language skills. Inform the spouse/significant other in person of the accident and explain that the designated employee will remain with the family to assist in handling arrangements, arranging for child care and making calls. Avoid speculating about the cause of the accident, the deceased employees cause of death, whether the employee suffered, or our obligations. Decide in light of the circumstances if the deceased employees colleagues should be given time off to attend funeral or memorial services.
Kiewit Building Group Crisis Management Plan
3. Helping an Employees Family Avoid release of names, ages, places of residence or other information about deceased personnel until next of kin have been informed. 3.2.3 The designated employee should: Remain with the spouse/significant other until other family members arrive or as long as needed to protect the family from calls or visits from the media. Maintain contact with a relative or close friend of the spouse/significant other until the funeral to make sure things are taken care of. If the media attempts to contact the family, advise the family that they have no obligation to speak with the media. Offer the assistance of the company spokesman to help with media matters. Cover immediate expenses if required to assist the family. The District Manager will usually determine how much financial assistance is appropriate including travel and accommodations for out-of-town immediate family members.
Kiewit Building Group Crisis Management Plan 4. Working with the Media
4.
4.1
Working with the Media

Media Basics
Kiewit is committed to providing timely, truthful and appropriate information to the public and other key audiences via the news media at all times. To insure these goals are met, all statements to the media are to be coordinated by the Corporate Spokesperson. Determine in advance the roles of Kiewits Corporate Spokesperson and the Owners Spokesperson. Neither should speak to the media until contact and coordination has been achieved between them. Interviews at the scene of an emergency and any live interviews are generally prohibited. In most crisis situations, releases of information to the media will be in the form of prepared statements distributed by the Corporate Spokesperson. All project-based Crisis Communication Plans should include a Media Zone see section 4.4 for additional information.
4.2
Tracking Inquiries
Using the Media Inquiry Log (sample on next page), obtain the names of the reporter and their media outlet, the reporters phone number and deadline, and related data, and forward the logged message to the Corporate or Local Spokesperson if one has been designated. Direct all calls to a designated person for screening and forwarding to the Project or Corporate Spokesperson. Ask to keep the telephone lines clear. Take messages but do not give out information. The Corporate or Local Spokesperson should complete the Media Inquiry Log after talking with a reporter.
4.3
Policy and Procedure for Local Personnel
No one may act as a spokesperson unless he/she has been approved by both the Corporate Spokesperson and the District Manager. No statements, written or spoken, may be given to the media or other outside agencies until such statements have been approved by the Corporate Spokesperson and the lead attorney for the incident. Remember, nothing is ever really off the record. Anything you say to the media can appear in print or on the 6 o'clock news. Regardless of the questions being asked by a reporter, or the manner in which they ask, limit what you say to the following two choices: Im sorry but Im not the company spokesman. Please provide me with your name, media affiliation, contact information and any specific information youre seeking. I will see to it that the spokesman has the information and helps you as soon as possible. OR Im sorry but Im not the company spokesman. His name is Bob Kula, and his phone number is 402-943-5088.
Media Inquiry Log

Project Name:
[Project Name] (To be completed by employee screening calls)
Date/Time of Call: Call Taken By: Reporters Name: Newspaper/magazine name or station call sign: Type (circle one): Phone Numbers: Deadline: Nature of Inquiry:
Newspaper Voice:
Magazine
Television Mobile:
Radio
Other Pager:
(To be completed by Corporate or Local Spokesperson)

Question 1: Answer Given: Question 2: Answer Given: Question 3: Answer Given: Question 4: Answer Given: Question 5: Answer Given: Question 6: Answer Given: Question 7: Answer Given: Question 8: Answer Given: Question 9: Answer Given: Question 10: Answer Given: Call Returned By: Date/Time Returned: Notes
4.4
Pointers for Media Escort
If media personnel (reporters, photographers, video crews, etc.) are currently on-site or are expected to be on-site during an incident, the Project Manager should assign an individual to serve as the Media Escort. Advise emergency responders that they cannot grant the media access to the site without the owners permission. Use tape, traffic control equipment or other means to mark off the secure area for the media. The area should be predetermined. If not, look for an area that is: Safely away from incident location. Big enough for 20+ people. Accessible via car from a public street. Direct all media to the media zone. If already on-site, escort them to this area Require media to wear hard hats, vests and safety glasses if the media zone is on-site. If they dont have safety equipment, have them wait off-site until safety gear becomes available. Note: If the site is on railroad right-of-way, the media CANNOT go onsite. Keep other personnel and the public separate from the media zone.
Stay with this group. Do not, under any circumstances, leave the media personnel alone. If they demand to go on-site, remind them: This is an active work site. Were working to respond to the incident. This is for your safety and to insure the appropriate personnel are able to respond. Reporters will hammer the media escort with questions and try to get you to talk about the incident, the people, your job, etc. They may flatter you or try to upset you. Try to be as polite and courteous as you can, but at no time should you answer any question directed to you by a member of the media. They are just trying to get a story. In this situation, you dont have a story. The only statement you can make is: Im not a spokesperson. Im here to keep you safe as we work with the emergency services to respond to this incident. As soon as accurate information is available, a spokesperson will provide it to you. Keep the public in a contained area, safely away from the incident scene.
Kiewit Building Group Crisis Management Plan 5. After the Crisis
5.
5.1
After the Crisis

Incident Report
The Project Safety Manager should submit an incident report to the District Manager immediately after the crisis has been resolved. Label this report and all related materials as directed by Legal Department.
5.2
Post-Crisis Meeting
The District Manager should conduct a post-crisis meeting with all team members. Ask the following questions: What went right? What could have been done differently? What components were the most helpful? What was not needed? Were the media accurate and fair? Was the spokesperson helpful to the media in relaying our important messages? Were outside help organizations helpful and organized?
5.3
Follow-Up Actions
Work with Corporate Communications to contact the media if any "good" news or positive steps can be reported after the crisis. Issue an after-crisis statement to all employees. Provide a final status report to neighbors, community/opinion leaders and other VIPs. Extend thanks to any individuals who were particularly supportive during the crisis. Review your Crisis Management Plan and make any necessary revisions based on your experiences. Consider including lessons learned in project- or district-level crisis drills. Forward any suggested changes to this template to the Vice President, Marketing.

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Kiewit Building Group

20 Safety Plan 2012 afety

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

Safety Philosophy and Objectives

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

Three-Step Orientation Program

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

J. Safety Stand Downs

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

B. Project Safety Committee

2012 Safety Plan (Rev 1/12)

Section 10: Subcontractor Management

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

Section 11: Investigating, Reporting and Record Keeping

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

Five Elements of Accident Prevention

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

Section 12: Recognition and Rewards Program

Craft Safety Recognition and Rewards Program

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

Section 13: Accountability

2012 Safety Plan (Rev 1/12)

2012 Safety Plan (Rev 1/12)

Attachment A; Project Safety Program Assessment Checklist

2012 Safety Plan (Rev 1/12)

Project Safety Program Assessment Checklist

Sponsor Signature/Date: _____________________________________________________________________________________________________________________________________

Attachment B; Hazard Analysis Forms / Two-Minute Minder

2012 Safety Plan (Rev 1/12)

Plan - the - Plan

Work Plans Form 505

Work Plans Scoring Sheet

Step 2 - Work Plan

Step 3 - Play of the Day