Whole Site Audit FJ

Active Leadership/ Active Visibility

Craft demonstrate obligation to safety, Safety Culture is strong.

Entire project team demonstrates an obligation to safety/ are accountable

CE/PM/Supt. leads by example and is visible & engaged on the project .

Housekeeping (Including Micro Trash)

Cluttered areas, walkways need attention, site lacks professionalism, etc.

Project is clean and organized, but a few areas need extra attention.

Project is very clean, organized, & professional

SWI and Pre Task Planning Cards

Haz Rec/Near Miss and Management of Change cards are submitted

Pre-task covers issues not on SWI. MOC discussion/training done

SWI's are trained to and updated continuously.

Incident Reporting (Near Miss, Haz Rec, MOC and Accident Investigation)

Incident Reporting is inadequate. Minimal subcontractor participation.

Project trends are visible & communicated to the project regularly.

Incidents are reviewed at safety / POD meetings and at stretching.

Work Observation Auditing Process

Audit schedule is created and visible. Audit done at least 3 times a week.

Audits include Safety, Quality, MPS and Innovation (one form - one auditor)

Audits are comprehensive (not just one piece) Project uses as part of CIP

100% PPE (Hard Hats, Safety Glasses, Hi-vis vests, Gloves, Boots, Hearing Protection)

People are seen missing some portion of PPE - Is the issue addressed?

All on site follow PPE requirements;

Hearing Protection program is understood and followed at piles (2 types required)

POD Meetings

POD meetings & their attendance are irregular. No set agenda or schedule.

All contractors represented. POD is documented/available. Safety discussed

Collaborative meeting with Sub participation and use of technology.

Preconstruction Meeting

Not all contractors on site have been through the Pre-Construction Process. <br>

Meetings 1 week prior to mobilization. Agenda and minutes are kept and filed.

Exhibit E, Event Management, and Best Practice Database are utilized for trends, events, etc. relevant to work scope.

Emergency Response Plan (ERP)

ERP not posted or communicated to craft - Verify

Current ERP is developed, posted, and explained to all at orientations - Verify <br>

Mock drills conducted regularly (with or without EMS) <br>

Quality

QA/QC program built but not working well.

QA/QC program built and catching many issues.

QA/QC Program built and fixing processes so there are no or few issues.

Innovation Team

Innovations not being submitted or not being replyed to.

Innovations submitted and responded to.

Innovations being implemented or parked and action communicated to all.

Sporadic Orientations, not always 1st day/1st hour. No Re-Orientations. <br>

Formal 1st Orientation conducted for all craft workers. No set schedule or plan for Orientations. 2nd & 3rd Orientations conducted but inconsistent.

Orientations have documentation. PM and/or Supt. participates in all of the Orientations. Re-Orientations are current, documented in a log, and occur within 5 weeks of starting on the project.

No evidence of a Site Safety Leadership Team (ID of members, minutes, etc.)

Meetings held monthly with an agenda and minutes distributed or posted.

Site Safety Leadership Team members are identified by photographs or equivalent means. Craft is included and meetings are held at least bi-weekly.

Sr. Level Safety Leadership Team (Safety Pro's, Supts, PM's, etc.) to assist the project's safety performance, discuss trends, etc. - separate meeting

Job Wide Safety Meetings

Meetings are inconsistent (no set day/time). Documentation is incomplete.

Meetings are conducted by the project team and held monthly with all workers on site in attendance. An agenda and attendance is documented.

Meetings scheduled bi-weekly (at least) with full attendance. Special training sessions have been conducted relevant to jobsite trends or activities.

Tool Box Talks

No set day of the week established - sporadic. Lacking documentation.

One Mortenson, subcontractor and tiered subcontractor safety meeting conducted per week, minutes & attendance filed.

A tracking form is used to identify all toolbox talks from all contractors on site. A plan is in place to address contractors not participating to 100%.

MSDS / Hazard Communication

Not all contractors have submmitted MSDS's. Missing books.

MSDS's current & plan to ensure all chemicals are accounted for - Verify.

Hot Work/Daily Dig Permits

HWP/DDP process is intermittent. No map. Outstanding permit(s).

HWP/DDP are issued daily from Mortenson and closed out at end of shift. No outstanding permits on map. Verify permit requirements are being followed.

Recognition and Reward Program

No project-specific plan to recognize and reward craft.

Monthly Safety, Quality, MPS and Innovation lunch meeting. Leading Indicators tracked and incentivized.

Vehicle/Equipment

Training programs not in use, records not kept up.

Vehicle Training and documentation complete - No incidents of equipment damage in the last month.

SWPPP and SPCC

No SWPPP or SPCC required.

SWPPP and SPCC not current

SWPPP and SPCC inspectons and paperwork current