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Case Study: Texas Operations Contractor Alliance for Safety at
Dow Facility in Freeport, Texas |
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According to the Dow Chemical Company (Dow), it places a
high value on safety and health performance; consequently, it has set an
aggressive goal as part of its public commitment to local protection of human
health and safety and the environment. Dow has targeted 2015 as the year by
which it will achieve a global goal of a total worksite injury/illness rate of
0.08 per 200,000 worked-hours. This metric includes both Dow and non-Dow
employees at Dow sites and represents a 75-percent reduction from 2007 levels.
The Company believes that all injuries can be avoided, as embodied in the Dow
Code of Business Conduct:
Dow’s goal is to eliminate all injuries, prevent
adverse environmental and health impacts, reduce wastes and emissions and
promote resource conservation at every stage of the life cycle of its
products.
Dow’s "Drive to Zero" programs focus on injury reduction for all personnel.
The success of these programs depends on an ongoing vigorous collaborative
effort between Dow and the hundreds of contactor firms around the globe that
supply services which often evolve over years. The collaborative effort begins
when the Dow and contractor leaderships set their companies’ expectations and
share safety practices. As time passes, the collaboration extends to each
contractor employee, affecting his/her safety behavior in a positive manner.
Dow’s Texas Operations in Freeport (Texas Operations) is an example of a long
term and very successful safety relationship that exists between Dow and a
multitude of contractor firms. Since 1994, Texas Operations has experienced an
80-percent reduction in its OSHA recordable injury and illness rate for Dow and
contractor employees at the site.
Background of Texas Operations
Dow Texas
Operations in Freeport is Dow ’s largest integrated site. It comprises three
major integrated complexes, more than 5,000 acres and 75 individual production
plants that employ more than 4,500 people. Texas Operations is the largest
employer in Freeport; its workforce accounts for approximately 9.5 million
contractor worked-hours per year.
Texas Operations manufactures more than 46 percent of Dow products sold in the
United States and 23 percent of Dow products sold globally. The diversity of
products includes fine and complex chemicals, hydrocarbons, specialty polymers
and agricultural chemicals. Other products, such as, polyethylene, propylene
glycol, polyurethanes, epoxy resins, caustic soda and vinyl chloride, are used
in a variety of end products including cosmetics, trash bags, automotive safety
equipment, cars, computers, toothpaste, food and household cleaning products.
The products are transported to customers by rail, truck, marine vessel and
pipeline.
In the early 1980s, as OSHA training regulations were evolving, Texas Operations
and its contractors founded the Contractors’ Safety Council of Brazosport, Inc.
(CSC) to train contractor employees and maintain the training records so that
repetition among contractors was minimized and costs were reduced. CSC is a
non-profit, voluntary organization of industry members, contractor companies and
professional associations. A Board of Directors supervises the operations, and a
full-time staff distributes information to other safety councils and member
firms.
CSC’s Plant Safety Indoctrination Program starts with either the Basic Plus
Class or Basic Plus Refresher Class and continues with a site-specific
computer-based training class. CSC charges members much less than non-members
and charges all contractors a financial penalty for employees who do not come to
the class, arrive late, fail, or drop out. The classes differ as follows:
- Basic Plus Class is led by an instructor and designed for employees who
have not worked in the petrochemical industry.
- Basic Plus Refresher Class is a 2-hour computer-based training designed
for employees who have completed Basic Plus orientation.
- Site-Specific classes cover policies, procedures, permits, emergency
signals, etc. for each individual plant/refinery.
Additional computer-based training courses are available;
they include Dow At-Risk, Asbestos Training, Confined Space Training, Dow
Houston Hazcom, Dow Safe Work Permit, Ergonomics Training, Forklift Training,
Flagger, Dow Flange, Firewatch, Rigger, Dow Red Tag /Lock Out/Tag Out, Scaffold
Training and Vehicle Drivers Program.
Problem
Beginning in the early 1990s, Dow began to reach out to the contractor firms
working at Texas Operations in an effort to improve their safety performances.
The discussions between the management team from Texas Operations and the safety
managers from the individual contractor firms were not very effective; the
contractor safety managers had difficulty convincing their respective
organizations to make changes to their safety and health programs largely
because it meant more work for the management teams in their organizations. As a
result, the efforts to improve contractor safety remained largely Dow-driven.
After experiencing repeated hesitation on the part of the contractors, Dow
managers concluded that future safety discussions between Dow and the
contractors would be productive only when senior, management-level people from
the firms were involved.
In 1994, the Texas Operations OSHA recordable injury rate (i.e., the number of
injuries per 200,000 worked-hours) for all contractor workers was 3.43; Dow’s
rate was 2.38. At that time, managers at the Dow Corporate Office announced the
goal of reducing the recordable injury rate (for all Dow and contractor
employees) by 90 percent at all Company worksites. Managers at the Texas
Operations worksite realized that their rate of change would need to improve to
meet the goal. The need to have top-level contractor involvement combined with
the need to meet Dow’s corporate goal led to the formation of a new and unique
safety alliance between Texas Operations and its service providers.
Background of TOCAS
As a result, managers from Dow and contractor firms at Texas Operations met as a
group for the first time and began addressing common safety opportunities. In
1995, Texas Operations management began implementing changes in its safety and
health program for contractors. The first step was to organize twice monthly
Contractor Safety Meetings to which senior safety personnel from Texas
Operations and the owners and managers of the contractors were invited. Thus,
the Texas Operations Contractor Alliance for Safety (TOCAS) was formed with 15
contractor companies. The effort produced improvements almost immediately. In
1995, the Texas Operations recordable rate was 3.31, and by 1996, the rate had
dropped to 1.85. According to Dow, convening the managers responsible for the
financial and human resources of the contractor companies resulted in the start
of positive changes.
TOCAS worked and still works to identify and articulate the safety- related
needs of its broad spectrum of contractor companies and partners with Texas
Operations to improve contractor safety performance. TOCAS provides all
contractor companies doing business with Texas Operations with a forum for
sharing the purposes, expectations, strategies, incentives, and results of the
community of contractors working at the site. The contractor representatives to
TOCAS are the decision makers that can commit their companies to safety
programs, employee involvement and actions. The companies’ safety contacts form
another group that works to improve safety within the plants.
Through the program, Texas Operations management provides the data on a safety
issue to TOCAS and asks its members to find solutions and establish priorities.
All contractor companies providing labor services to Texas Operations are
eligible to be associated with TOCAS. In return, members are asked to provide
ongoing commitment to the goals and philosophy of TOCAS. As a result, the
expectation on the part of Dow is that safety performance within Texas
Operations will continue to improve. The basic elements of TOCAS are similar to
the critical elements of an effective safety and health management
system--management commitment and employee involvement; worksite analysis;
hazard prevention and control; training for employees, supervisors and managers.
In conjunction with Texas Operations, TOCAS establishes annual recordable injury
performance goals that include Dow and contractor employees. The goal for 1995
was 3.34 and the actual rate was 0.24. Recent performance trends show even more
progress; a contractor recordable rate of 0.20 in 2007, and over 4 million
contractor worked-hours without a recordable injury.
The number of contractor companies involved in TOCAS has grown from 15 in 1995
to 23 in 1996 to 85 in 2008; between 4,000 and 5,000 contract employees are at
work on the site at any time. Each of the approximately 12,000 contractor
employees has a badge; each badge holder has successfully completed a background
check, drug test and training at the CSC facility at Brazosport, Texas. These
contractor employees are responsible for 700,000-900,000 worked-hours per month
or 9M–10 million worked-hours per year.
How TOCAS Works
TOCAS is directed by a Chairman and Associate Chairman, who are elected annually
by the membership and the Steering Committee. The Steering Committee is made up
of top-level managers from the 15 contractor firms that do the most work on the
site. Each year Dow evaluates the contractors to ensure that they are still
among the top 15 contractors. Members of the Steering Committee set the
direction and policy of TOCAS and encourage active participation of the members.
They also appoint other committees to research and recommend actions in areas of
safety performance to eliminate accidents and incidents. These committees may
focus on actions concerning certain employees (e.g., new employees, employees
who have had more than one incident in 24 months) or safety processes (e.g., for
knife use). The data gathered by the members of the committees are evaluated by
members of the Steering Committee to determine which are the most serious
problems to be addressed. In 1999 the data indicated that the TOCAS focus should
be directed toward:
- Employees who have worked at Texas Operations less than 6 months (60
percent of them will have an injury)
- Employees who have had more than one incident in 24 months (often these
employees are called "repeaters")
- Hand injuries
TOCAS also established Standing Committees to address a
number of issues. For example, members of the Training Committee train all first
line supervisors and safety contacts two times a year on topics that are
pertinent to what is occurring at the site. Members of the Coaching for Safety
Success Committee analyze the performance data for each first line supervisor
and safety contact to ensure that every employee is meeting all expectations on
both the proactive and reactive sides of performance. The process that the
Coaching for Safety Success Committee uses is designed to locate the bottom 10
percent of performers, provide them with specific tools to help them improve
their performance, and track them closely to guarantee their improvement. It
addresses the issues associated with change (for example, a 45-year old employee
who is used to working in a place where following rules is not important may
find working in a place where following safety rules is very important a major
change with which to cope) and sustainability once a change has occurred. During
this process, managers also evaluate the annually accrued data for employees
with less than 6-months tenure, repeaters, and hand injuries.
Members of TOCAS communicate the data, common problems and solutions to all
Texas Operations contractors. While implementation of the solutions is not
mandatory, most members adopt them. Often, the managers of the contractor
companies share solutions with their facilities at other locations,
demonstrating the level of commitment on the part of the contractor companies.
The Safe Behavior Process
TOCAS and Texas Operations also train every contractor employee in the Safe
Behavior Process. The Safe Behavior Process has two parts: the Safety
Observation Intervention Program that is concerned with the identification of
hazards, and the Pre-Task Analysis Tool that is concerned with the elimination
or control of hazards.
As part of the Safety Observation Intervention Process, Texas Operations and
contractor supervisors make observations and enter data about them into a
computer database that has been programmed to display trends, which are then
reviewed and evaluated by TOCAS for determination of which trends to address.
For example, a Texas Operations or a contractor supervisor might observe five
employees who should be wearing Personal Protective Equipment (PPE) in the form
of gloves, and one is not wearing them; the company would be informed of the
results of the observations both positive and negative. TOCAS requests that all
contractors perform no less than one observation intervention per week using a
Contractor Observation/Intervention form. (See Figure 1 for more information
about the form.) TOCAS members and Texas Operations personnel review contractor
observation intervention data on a monthly basis to monitor management
commitment and identify trends.
Another part of the Safety Observation Intervention Process involves the chain
of accountability; all First Line Supervisors are responsible for the actions of
their subordinates; Supervisors and Safety Consultants are responsible for the
actions of the First Line Supervisors. Safety Consultants are often Construction
Site Safety Technicians who usually have previous experience with their
companies and training from the National Center for Construction Education and
Research and the Associated Builders and Contractors. Texas Operations and TOCAS
personnel share the observation intervention data with contractors in monthly
performance presentations.
The second part of the Safe Behavior Process involves a process that
incorporates the use of a Safe Task Analysis Card (STAC). As part of this
process, the Safety Consultants throughout Texas Operations facility visit the
members of crews and ask them to, for example, identify Line of Fire hazards in
the job that they are planning. Every month, the focus of the observations for
the STAC card changes; the requirements for the observations are described in an
updatable insert in the STAC card. Changing the focus of the observations has
proved to yield more realistic responses to the status of the safety and health
activities of the employees. The Safety Consultant records employee responses
and reviews them with the crew to ensure that each member of the crew knows the
proper technique for analyzing the task being performed. Texas Operations’
personnel share with the TOCAS membership (on a monthly basis) the quality of
employees’ STAC preparation through a scoring system. (See
Figures 2A and
2B for
a sample STAC card.)
To encourage the investigation of incidents, TOCAS members have created a
Learning Experience Report (LER) to capture descriptions of near misses thereby
bringing awareness of a possible health and safety hazard to the attention of
safety and health managers. TOCAS has established a goal of an 8 LER rate
(calculated on the same 200,000 man-hour basis as the OSHA injury rate). A
contractor that has 100 employees is expected to complete a minimum of 8 LERs in
a year. The documenting of near misses encourages managers to note and address
areas for improvement. (See Figure 3 for a sample Contractor Incident/Injury
Report that Dow uses to prepare the LERs.)
Corporate Contractor Safety Standard
In 2003, Dow implemented a global Contractor Safety Standard that defined the
roles and responsibilities for managing the activities of non-Dow personnel who
provide services on Dow property. This document sets consistent requirements for
the pre-qualification, selection, pre-job activities, assessment of work, and
evaluation of these employees. The activities of TOCAS are aligned with the
global corporate requirements.
Annual review of the data collected from the safety standards allows TOCAS and
Texas Operations to select the companies, the First-Line Supervisors and the
Safety Contacts who exceed expectations. At a yearly recognition dinner, Dow
Chemical recognizes these contractor companies and individuals. On a monthly
basis, Texas Operations publicly recognizes 20-25 individuals and groups for
their contributions to the safety and health programs by posting their pictures
and descriptions of accomplishments on the TOCAS Web site.
Results/Impact
For the period 1995-2007, the average
OSHA recordable incident cost Dow $20,000 when all investigative resources and
corrective actions were considered. From 1995, when TOCAS began, to 2007, the
OSHA recordable rate for contractors improved 95 percent overall.
Figure 4
illustrates the improvement in the contractors’ OSHA recordable rate at
Freeport.
The TOCAS contractor safety and health organization that was designed and
developed at the Freeport, Texas location was the first such activity for Dow,
but it has been so successful that similar organizations are now in place at Dow
facilities in Texas (Seadrift, Texas City and Houston) and Louisiana (Baton
Rouge and New Orleans).
In part, TOCAS is successful because it gives contractors control over their own
programs. Contractors can implement the rules, standards and processes that
address their and Dow’s largest issues and track their performance to see what
is successful. The Texas Operations model demonstrates that contractors can and
do learn from one another. Through sharing their policies and experiences,
contractors leverage expertise and solutions.
Said Amando Gonzalez, Jr., 2008 TOCAS Chairperson
Since the creation of TOCAS in 1996, the contractor
community within Dow Texas Operations has achieved continuous improvement in
safety performance in both short- and long-term goals. As they work with Dow,
Contractor Managers and Owners share the purposes and philosophies of TOCAS as
they participate in reaching its goals. As Contractors, we are rewarded by an
improved safety performance, access to safety information and data, and
training. The partnership between Contractors and Dow that has been developed
through TOCAS is a benefit to all participants in the drive to eliminate
incidents and injuries.
Commented Bob Walker, Vice President of Dow Texas Operations,
Our site EH&S (Environment, Health and Safety)
highlight for the year was receiving the Responsible Care Management System
Certification from Lloyd’s Quality Register Assurance. Texas Operations was
the first large site to go through the audit and I’m proud to say we passed
with flying colors. Texas Operations’ employees have set the standard
Dan Donovan, member of Dow's Personal Safety Expertise Center, says:
"Safety alliances like TOCAS in the Freeport area have
proven very beneficial for both Dow and the participating contractor firms.
Regular and structured communication about safety issues and effective
improvement techniques have produced safety innovations that have been
leveraged across the facility and in some cases more broadly across Dow. This
has systematically reduced risk and steadily improved safety performance,
making Texas Operations one of the safest facilities in the Dow Chemical
Company."
In addition, the Oyster Creek Division of Texas Operations is a Voluntary
Protection Program (VPP) site. The other divisions are currently in the process
of applying for VPP status. Texas Operations was one of the early adopters of
the program; the plan is for all of the divisions to have VPP status in the
future.
Figure 1. Description of Contractor Observation/Intervention
Form (machine–scanned card)
The form that TOCAS representatives use is a
two-sided card that fits in a shirt pocket. The front of the card has space for
information about the observer, the date, the person being observed and the
location. The instructions for how to complete the card are at the bottom of the
front of the card; they are as follows:
-
Use a #2 pencil or blue or back ink. Shade in bubbles completely.
-
Shaded columns on the front require an entry.
-
On the back, bubble an "S" or "U" for each category observed. The job is
considered "Safe" only if all crew members are working safely in that category.
Bubble an "I" for each category when you discuss the performance that was
observed with the person(s) working. Always talk with the individual or crew to
praise positive behaviors and redirect unsafe acts.
-
Describe any behavioral deficiencies observed (and why they were occurring) on
the lines provided on the back to help pinpoint improvement opportunities.
-
Use the safety suggestion system to communicate potential equipment/process
improvements. Use the work order system to communicate maintenance needs.
The actual safety observation data are listed on the back of the card by
behavior category, degrees of safe behavior, degree of unsafe behavior and
intervention. The behavior categories are:
-
PPE (Personal Preventive Equipment)
- Eyes/face/head
- Ears/hearing
- Fall restraint
- Respiratory/breathing
- Hands/arms
-
Rules/Regulations
- Safety card/STAC
- Safe work permit
- Other permits
- Lockout/tagout
- Job procedures
-
Job Site Conditions
- Clutter/trips
- Debris/trash
- Spills/leaks
- Weather
-
Body Position
- Straining/lifting
- Push/pull/carry
- Climbing
- Other body positions
- Hot surfaces
-
Tools/Equipment
- Proper tools
- Safe tools/devices
- Ladders/scaffolds
- Cranes/manlifts
- Vehicles
-
Special Emphasis
-
Details on safe or unsafe behaviors
Figure 2A. Sample STAC Card (Front)
TEXT VERSION OF FIGURES 2A:
|
TYPES OF HAZARDS
"EXPECT THE UNEXPECTED"
Access
Congested area, Uneven ground, Confined Space, Overhead obstruction, Objects
in walkway, Unsecured decking, Clutter
Caught In/Struck By
Sharp objects, Pinch points, Hot/cold surfaces, Open holes, Overhead
workers, Struck-by Objects, Strike against objects, Fire/spark
Environment
Noise, Dust, Weather, Lighting Heat, Wet areas, Wind, Plant processes, Lead,
Asbestos, Hot/Cold surface, Heat Stress
Ergonomic
Bad body position, Improper or static body position (awkward objects or work
position), Excessive force (heavy objects, torque), Excessive repetition,
Excessive duration, Over-reaching
Falls
To a lower level, At the same level, Slippery surface, Floor or wall
opening, Unprotected perimeter, Climbing Relocating Corrosion
Hazardous Material
Burns, Exposure, Inhalation, Splashing, Fumes, Spills, Airborne Particles,
Trapped substances, Lead, Asbestos, Radiation
Stored Energy
Pressure, Tension, Electrical, Combustible, Flammable/Explosion, Static
electricity
Tools/Equipment
Airborne particles, Fumes, Arcflashes, Sharp edges, Line of fire, Wrong tool
for the job, Broken tools, Rotating parts, Vibration, Shock |
PERMIT REQUIREMENTS
"ASK ALL THE RIGHT QUESTIONS, AND QUESTION
WHAT ISN'T RIGHT"
Y N/A STAT Card
() () General (Safe) Work
() () Hot (flame/spark) Work
() () Hot (electrical) Work
() () Excavation Work
() () Confined Space Entry
() () Initial (Line) Entry
() () Crane/Critical Lift
() () Scaffold Inspection
() Other: __________________
Y N/A PROCESS REQUIREMENTS
() () Job scope understood
() () Department Indoctrination
completed
() () LO/TO verified
() () MSDS reviewed
() () Lines drained/purged
() () Low points checked
() () Oxygen/Flammability check
verified
() () Line identification reconfirmed
() () Close drain/vents when
finished
() () Initial entry procedure
reviewed
() () Confined Space
Procedure/Rescue Plan
Reviewed
() () Tool/Equipment proper for job
and in safe condition
() () Communicated work with
others in area
() Other: _________________
PPE ASSESSMENT
() Hardhat () Goggles
() Gloves: ____________________
() Safety glasses () Face shield
() Clothing: ___________________
() Safety shoes () Ear Plugs
() Air Monitors:
() Face protection () Respirator
() Other: _____________________
Y N/A
JOB COMPLETION REVIEW
() ()
Work area cleaned up
() ()
All red tags released and signed
off by individuals
() ()
Permit turned in to permit issuer
() ()
Job status communicated to
customer
() ()
Customer's name: _________
|
Safety Task Analysis Card (STAC)
PERSONAL WORK PERMIT
"My plan for a safe job"
Today's Date: Time:
|
|
My Name: ______________________ |
|
|
My Company: ___________________ |
|
|
My Foreman/Coach: _____________ |
|
|
My Job Location: ________________ |
|
|
My Job Description: ______________ |
|
|
I have been employed less than 90 days and I am considered
an at risk employee. Yes ___ No ___
The name of my assigned "Buddy" is: |
|
|
List each person in the crew.
|
|
|
|
|
|
|
|
|
EMERGENCY INFORMATION
() What is the wind direction?
() Reviewed emergency alarms/phone
numbers
() My escape route(s): __________
|
|
() My evacuation assembly point is:
|
|
() Location of eye wash/shower
station: _____________________
|
|
Foreman/Coach Signature:
|
|
|
Figure 2B. Sample STAC Card (Back)
TEXT VERSION OF FIGURES 2B:
|
| LIST OF
TASKS |
LIST THE HAZARD(S) FOUND
WITH EACH TASK |
HOW CAN THE HAZARDS BE ELIMINATED?
HOW CAN THE HAZARDS BE CONTROLLED? |
| |
|
|
|
1. ____________________________ |
1a.
______________________________ |
E1a. _______________________ |
|
|
C1a. _______________________ |
|
1b.
______________________________ |
E1b. _______________________ |
|
|
C1b. _______________________ |
|
1c.
______________________________ |
E1c. _______________________ |
|
|
C1c. _______________________ |
| 2. ____________________________ |
2a.
______________________________ |
E2a. _______________________ |
|
|
C2a. _______________________ |
|
2b.
______________________________ |
E2b. _______________________ |
|
|
C2b. _______________________ |
|
2c.
______________________________ |
E2c. _______________________ |
|
|
C2c. _______________________ |
| 3. ____________________________ |
3a.
______________________________ |
E3a. _______________________ |
|
|
C3a. _______________________ |
|
3b.
______________________________ |
E3b. _______________________ |
|
|
C3b. _______________________ |
|
3c.
______________________________ |
E3c. _______________________ |
|
|
C3c. _______________________ |
| 4. ____________________________ |
4a.
______________________________ |
E4a. _______________________ |
|
|
C4a. _______________________ |
|
4b.
______________________________ |
E4b. _______________________ |
|
|
C4b. _______________________ |
|
4c.
______________________________ |
E4c. _______________________ |
|
|
C4c. _______________________ |
| |
|
|
| Is hoisting equipment required to perform this task?
Yes ____ No ____ |
What lifting hazards exist?
|
What secondary stopping device is utilized?
|
Is secondary stopping device needed? (Fail safe Rigging)
Yes ____ No ____ |
|
|
Rigging Hardware Inspected:
Yes ___ No ___ |
|
Figure 3. Learning Experience Report
Contractor Incident / Injury Report Form Instructions
|
Introduction |
The purpose of the new Contractor Injury/Incident form is to ensure
that standardized information is received for incidents occurring on site.
|
|
Goal |
The ultimate goal of Dow Contractor EH&S is to help your company succeed,
whether it's by data collection and feedback to you or better processes to
improve your company's productivity.
|
|
Form Format |
When there is not an option for a pull-down list and you must type
either the Incident Location, Company Name, Employee Name, etc.,
DO NOT USE ALL CAPITAL LETTERS FOR NAMES, INCIDENT DESCRIPTIONs, ETC.
It is ok to use a capital letter for block locations (ex: B-101, A-2400
etc. --Use Upper & lower case Letters as the examples show for others... |
Expectation/
Process
|
As always, the expectations are to report any incidents on site.
Each contractor company needing to report an incident, will electronically
complete and send in either a preliminary or a final report using this new form
to Insert email address here
|
When the contractor company completes the final incident package, include a
hard
copy of the Contractor Incident / Injury Report Form
and also e-mail Contractor EH&S an electronic copy of the final Contractor
Incident / Injury Report Form
The green highlighted blocks/spaces should be completely filled-in by the
completer before sending to EH&S
The top of form will indicate whether the form is complete for sending.
TEXT VERSION OF FIGURE 3:
Version 5.0 Contractor Incident / Injury
Report Form Instructions
0
| CONTRACTOR INITIAL INCIDENT
INFORMATION |
| Incident Date |
7/29/2008 |
Company Name |
|
| Incident Time |
10:45 MA |
Sub Contracting for |
N/A |
| Incident Location |
|
Facility Type |
Pipeline |
| Contr./Vendor |
C |
Preliminary or Final? |
Final |
| Incident Classification |
LER |
Form Completed by: |
|
| If a spill, what chemical spilled? |
N/A |
Completors Phone # |
|
| If a spill, how much spilled? |
N/A |
Ambulance Called? |
No |
| EMPLOYEE
INFORMATION |
| Employee (last name, first name) |
|
Employee Sub-Type |
Construction |
| Company |
|
Employee craft skilled qualified for
task/job? |
Yes |
| SS# |
|
Consecutive Days worked previous to incident |
1 |
| Age |
27 |
STAC Quality scored by contractor |
6 |
| Craft |
Operator |
Who Scored STAC? (last name, first name) |
|
| Hire Date |
2/26/2007 |
Task Identified on STAC? |
Yes |
| Years of Service for Co. |
1.42 |
Day of the Week of Incident |
Tuesday |
| Years in Craft |
2 Years |
|
|
|
SUPERVISION
INFORMATION - (last name, first name) |
| Immediate Supervisor |
|
3rd Level Supervisor |
|
| 2nd Level Supervisor |
|
Safety Contact |
|
|
BLOCK INFORMATION -
(last name, first name) |
| DDC Owner Rep., if applicable |
N/A |
Contract# |
|
| Project EH&S Coordinator |
N/A |
|
|
|
INCIDENT / INJURY /
ILLNESS CODES |
| Accident Type |
N/A |
Safety Factors |
Condition of equipment/ walking surface |
| Nature of Injury |
N/A |
Nature of Illness |
N/A |
| Part of Body |
N/A |
|
|
| DESCRIPTION OF INCIDENT |
| What Happened? (Cell for Description of
Incident is limited to 255 characters) |
Trackhoe operator was lifting a 20'
pipe to be loaded onto trailer. While making the lift, the lifting sling
broke and the pipe fell to the the ground. When the sling broke, the pipe
was approximately one foot off the ground. |
Additional Comments/Information:
Include in your description, the justification for your classification on
the injury. |
No employee, equipment or material
damage occurred. |
|
MISCELLANEOUS INFORMATION |
| Medical Facility Used |
|
Medical Treat.? |
N/A |
| Attending Physician |
|
Restrictions? |
N/A |
| |
|
INFORMATION COMPLETED BY
CONTRACTOR SAFETY |
| Assigned Incident Log # |
|
STAC Quality scored by Contractor Safety |
|
| Date Preliminary Received |
|
Date Final Received |
8/1/2008 |
| Date Reported |
7/29/2008 |
Person Entering Info |
|
| At-Risk Card Used |
|
Violation Associated with Incident |
|
Figure 4. Contractor OSHA Recordable Rate at Freeport
TEXT VERSION OF FIGURE 4:
Chart Title: Contractor OSHA Rate 1996 - 2008
Chart Type: Vertical Bar By Calendar Year
Chart Elements: 13 - One bar for each year with rate.
Values:
-
1996 = 1.69
-
1997 = 1.34
-
1998 = 1.23
-
1999 = 1.06
-
2000 = 0.78
-
2001 = 0.72
-
2002 = 0.49
-
2003 = 0.45
-
2004 = 0.34
-
2005 = 0.31
-
2006 = 0.22
-
2007 = 0.17
-
2008 = 0.21
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