15 TH ANNUAL ACI RISK MANAGEMENT CONFERENCE SESSION 1A

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1 15 TH ANNUAL ACI RISK MANAGEMENT CONFERENCE SESSION 1A MANAGING WORKERS COMPENSATION IN AN AIRPORT ENVIRONMENT PRESENTED BY: JEFF HOLLINGSWORTH, RISK MANAGER, CSP, CPCU PORT OF SEATTLE SEATTLE-TACOMA INTERNATIONAL AIRPORT

2 MANAGING OUR WORKER COMPENSATION PROGRAM Safety Evaluation Process 2014SafetyEvaluationActionPlan.xlsx IncidentAnalysisPreventionPlan.docx E-Newsletter Metrics Benchmarking Table 1-Survey group-2012 Incident Rate SAFETY PERFORMANCE COMPARISON.pdf Lessons Learned LessonsLearnedLadders.pdf Technology Tools I Auditor

3 Port Aviation Seaport Corporate Safety Program Evaluation Score Safety Evaluation Process Organizations Safety Evaluated Data Compiled Reports Distributed Reviewed Action Plans Developed Safety Evaluations Organization: Quarter: Manager: Completed by: Date: Are the following elements of your safety program in place? Please circle the appropriate column in each row. Refer to the attached memo for clarification on each of these points for scoring. Program Components: Points Scored Safety Leadership: 1. Organization has designated a Senior Manager as Safety Leader. 2. Safety Leader attends all safety committee meetings. 3. Organization sets safety goals for organization, which No Accident Safety Plan in includes goals for accident reduction, safety activities, and Goals = 0 Goals in Goals in Place = 5 establishes a plan to achieve goals. Place = 1 Place =3 4. Safety Leader reviews status of accidents and preventative measures at organization s management meetings Sub total: Accident Investigation and Response: 1. All Incident Reports are completed and submitted to Workers Compensation within one week from date of injury. 2. All Incident reports are reviewed and signed by department manager. 3. Preventative measures are implemented on all incident reports. 4. Injured employees are provided with modified duty whenever reasonable possible. Sub total: Budget: 1. Adequate funds are available for safety, i.e., safety equipment, safety reps time, safety improvements. 2. Safety budget is prepared for Sub total: Safety Representatives and Committees: 1. Each shop, work area, or work group has a safety representative elected by their peers. 2. Safety reps attend all safety committee meetings. 3. Safety reps are assigned specific responsibilities and are given time and resources to complete them. 4. Safety committees meets regularly to review safety inspection reports, evaluate all accident investigations, and evaluate accident prevention program 5. All Safety Committee meeting minutes are documented, posted, and distributed throughout department Sub total: Total: Seaport Division Aviation Division Port-Wide Executive Director Division Directors Action Plan Organization: Quarter: Manager: Completed by: Date: Write an action plan for program components that did receive a maximum score. Include completion dates for all action items. Program Components: Completion Date: Safety Leadership: Accident Investigation and Response: Site Specific Safety Plans: Training: Budget: Safety Representatives and Committees: New Employee Safety Orientations (NESO): Workplace Audits: Accident Reduction Goals: Accountability: 25 0 Organizations Continuous Improvement Process P O R T S A F E T Y E V A L U A T O N P R O C E S S. P P T

4 Injury Rates Port Injury (OIR) vs. the National Average Port Commission Resolution 3213 Zero (0) Accident Goals 1996 Safety Evaluation Process 1 st Safety Leader Kickoff Safety Leaders Team Spirit & Wellness Safe Start Training

5 Third Quarter 2013 E-Newsletter - Health and Safety Management Report Leading Indicators Safety Training Requirements Desirable actions and behaviors that are associated with best practices for safety. Aviation Capital Development Corporate Real Estate Seaport Total Port Training Percent Complete (Includes training completed only through the third quarter) Incident Investigation and Response 78% 73% 45% 87% 67% 76% Aviation Capital Development Corporate Real Estate Seaport Total Port Total Number of Incidents Reported YTD All on-the-job injuries are reported to Workers Compensation within 24 hours. 93% 75% 91% 100% 100% 91% All Incident Reports are completed and submitted to Workers Compensation within 7 calendar days from date of reported injury. 92% 100% 91% 94% 100% 91% All Incident reports are reviewed and signed by the organization s manager. 93% 100% 83% 100% 50% 91% All reports provide a detailed description of how the injury occurred. 100% 100% 100% 100% 100% 100% All reports identify multiple root causes of the incident. 100% 100% 100% 100% 100% 100% All reports identify multiple preventative measures taken to correct the situation. 93% 100% 91% 100% 50% 93% Light or modified duty provided when possible for all injured workers. Driver Safety Program 100% 100% 100% 100% 100% 100% Aviation Capital Development Corporate Real Estate Seaport Total Port All incidents involving Port employees and/or Port vehicles are reported to Pier 69 Claims Management within 24 hours following the incident. Percent (%) reported within 24 hours. 99% 100% 98% 80% NA 53% Employees who have been assigned additional driver training, complete the assigned training within 30 days of assignment. Percent (%) completed assigned training within 30 days. 100% NA 100% 100% NA 100%

6 Equipment/Rolling Stock Incidents Vehicle Preventable Incidents (excluding equipment and rolling stock) Through the 3 rd quarter Vehicle Incident Causations (excluding equipment and rolling stock) Through the 3 rd quarter

7 Worker s Compensation Costs for All Open Claims Claims Claim Payment Reserves Total Incurred 2001 and prior $28, $116, $145, $ $0 $ $29, $91, $120, $68.00 $0 $ $16, $0 $16, $3, $7, $11, $5, $4, $10, $59, $279, $338, $ $0 $ $12, $0 $12, $89, $54, $143, $348, $235, $583, $188, $152, $340, Total Payments thru 3 rd Quarter 2013 $783, $942, $1,725, OPEN CLAIMS AS OF 9/30/2013 Currently, 45 claims are open, with 21 claims remaining open from injuries that occurred in previous years. 76% of workers compensation claim payments made through 9/30/2013 are for injuries that occurred prior to Worker s Compensation Cost Comparison YTD $2,000, Q3 Reserves 2012 Q3 Incurred 2013 Q3 Reserves 2013 Q3 Incurred $1,500,000 $1,000,000 $500,000 $0 Aviation CDD Corporate Real Estate Seaport Total Port

8 Group OIR 13 1 OIR 12 1 LWCIR13 1 LWCIR12 1 Cost/hr worked 13 1 Cost/hr worked 12 1 Airport/Terminal Operations $0.00 $0.00 Operations Director & Centralized Svcs $0.00 $0.00 Airfield Operations $0.01 $0.00 Air Terminal Operations $0.00 $0.00 Airport Security $0.94 $1.72 Operations Training $0.00 $0.00 Airfield Security $1.26 $2.27 Credential Center $0.00 $0.00 Emergency Management $0.00 $0.00 Business Development & Mgmt $0.00 $0.00 Concessions $0.00 $0.00 Business Development $0.00 $0.00 Landside $0.28 $0.33 Public Parking $0.07 $0.35 Rental Cars $0.54 $0.58 Employee Parking $0.02 $0.01 Aviation Executive $0.09 $0.11 Fire $0.12 $0.14 AV Planning $0.00 $0.00 Aviation Facilities $0.01 $0.31 Aviation Signage $0.00 $0.00 Aviation Env Programs $0.00 $0.00 Aviation Maintenance $1.15 $1.39 TOTAL AVIATION $0.63 $0.83 Seaport Environmental Services $2.43 $1.41 Containers & Support Properties $0.01 $0.01 Cruise Services Management and Admin $0.00 $0.00 TOTAL SEAPORT $0.75 $0.43 Pier $0.06 $0.09 Information & Communication (ICT) $0.02 $0.10 Police $0.37 $0.55 TOTAL CORPORATE $0.15 $0.25 P69 Facilities Mgmt $0.00 $0.00 Harbor Services $0.05 $0.23 Fishing & Comm. Vessels $0.00 $0.03 Recreational Boating $0.08 $0.37 Portfolio Management $0.59 $0.00 Maintenance $2.49 $3.77 TOTAL REAL ESTATE $1.79 $2.66 Engineering $0.23 $0.10 PCS $0.64 $1.37 Project Management (AV and Seaport) $0.00 $0.00 Central Procurement Office $0.13 $0.29 Contract Services $0.00 $0.62 TOTAL CAPITAL DEVELOPMENT $0.25 $0.38 GRAND TOTAL $0.58 $0.80 with pensions $0.58 $ OIR Occupational Injury Rate/LWCIR Lost Workday Case Incident Rate These rates are computed by taking the total number of OSHA recordable incidents and the total number of lost workday cases and dividing the number by the total number of worker hours. This number is then normalized to 200,000 worker hours, which is the

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