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500,001-plusMan-hoursMWH Constructors Inc.Broomfi eld, Colo.Established in 1993, MWH Constructors Inc. is a licensed,bonded general contractor and wholly-ownedsubsidiary of MWH Global Inc. While MWH ConstructorsInc. has had many proud achievements, one recent projectthat stands out is the Arrival/Departure Airfield ControlGroup (A/DACG) Phase 2 project in Colorado Springs,Colo. The work MWH performed on this project consistedof the construction of an approximately 62,000-sq ftADACG building, a military version of an airport passengerterminal capable of processing 1,200 military personnel atone time, and construction of an approximately 17,000-sq ft individual ready company building capable of providinga marshalling area for a combat team and its basicload in preparation of moving out on a moment’s notice toany location.“Since mobilization in April 2007, a lost work day case incidentrate of zero was recorded through November 2008,”says Rick Shassetz, Director of Environment, Health andSafety for MWH Constructors Inc. “In 2008 alone, the MWHproject safety record amounted to 334 consecutive days and116,912 exposure hours without one lost work day incidentor occupational safety and health recordable incident.“Our outstanding safety record for this project was achievedin part through implementing the three A’s of safety. The first“A” is Attitude — each worker needs to have concern for theirown safety and the safety of their co-workers. The second“A” is Awareness — each worker must be aware of hazardsaround them and the means to eliminate/control such hazards.The third and final “A” is Action — combining attitude andawareness to take necessary action to prevent unsafe acts andconditions. Each employee was empowered to take a proactivestance on safety.”MWH Contractors Inc.’s Five Keys to Staying Safe1. Supervisor accountability — every project manager and supervisor starts every meeting with safety as the firstitem on the agenda. Keeping supervisors accountable to keep safety at the forefront of their workers’ minds ensuresthat safety is never placed on the back burner.2. Communication — safety standards must be communicated effectively in order to be met. Expectations must becommunicated using clear and direct contract language. There must be a direct chain of command and clearlydefined up-front expectations that include subcontractors.3. Site-specific training and knowledge base — every MWH project has a jobsite-specific safety plan. Before workbegins, its employees develop a specific plan that takes into consideration the type of work being performed andany environmental or site-specific potential hazards.4. Partnering with the client — it is essential that our staff members partner with subcontractors and the client toensure safety standards are consistent throughout the project.Focus on up-stream, not downstream metrics5. — MWH focuses on training, rewarding safe behavior and attitudeimmediately. Its supervisors discuss potential hazards ahead of time and ensure every new hire has gonethrough orientation before starting work. It also has an active near-miss program on the jobsite where people arerewarded for coming forward for reporting “almost” accidents.20 Utility Contractor | July 2009