Workplace Safety Climate Surveys for City Center and Cosmopolitan Construction Projects, Las Vegas, Nevada (Final Report)

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CPWR - The Center for Construction Research and Training

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Las Vegas Projects - Assessment and Audit
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Summary Statement

The worksite assessment was conducted in response to work-related fatalities. The primary purpose of the visit was to better understand safety management and programs used by general contractor at both the City Center and Cosmopolitan construction projects and to provide constructive feedback to improve safety and health on these projects. During the site visit, an average of 7,200 employees (day shift) in multiple crafts worked at the site. Part of a collection. Click on the 'collection' button to access the other items.
January 2009

Contents

Acknowledgments
Detailed contents of the Final Report
A. Introduction
B. Methods
C. Results

D. Conclusions and Recommendations
Appendices
References

4. Executives

4-1. Descriptive Analysis

4-1-a. Demographics

Seventeen top Perini Management Executives completed the safety climate survey. Figure 30 shows the age distribution of the executives. Nearly half (41%) ranged in age from 45 to 54 years of age (Figure 30). One quarter were between 35 to 44 years of age and the remainder (29%) were between 55 to 64 years of age.

Figure 30. Distribution of Construction Executives by Age

Figure 30. Graph

Figure 31 shows the distribution of executives based on construction trade work experience. Among the Top Management Executives surveyed (64%) have been carpenters, 27% laborers and 9% iron workers.

Figure 31. Distribution of Executives who worked in construction, by Trade

Figure 31. Graph

Figure 32 shows the race/ethnicity distribution of executives. Nearly all of the top management executives were Caucasian (88%). Six percent reported their race/ethnicity as Asian.

Figure 32. Distribution of Construction Executives by Race / Ethnicity

Figure 32. Graph

4-1-b. Item-Specific Responses

Table 7 describes the frequency responses for each category of the 6 point likert scale for each of the climate survey questions answered by Executives. Selected highlights are presented at the end of Table 7.

Table 7. Item-Specific Responses to Safety Climate Survey Questions – Executive Responses

Questions	Strongly Disagree	Disagree	Somewhat Disagree	Somewhat Agree	Agree	Strongly Agree	Missing	Mean
1. MGM thinks that job site safety is more important than job schedules and deadlines	0 (0%)	2 (12%)	1 (6%)	1 (6%)	8 (47%)	2 (12%)	3 (18%)	4.54 ± 1.29
2. MGM has a management structure that encourages exchange of information about safety on the job	0 (0%)	2 (12%)	1 (6%)	5 (29%)	5 (29%)	1 (6%)	3 (18%)	4.14 ± 1.17
3. MGM communicates a commitment to safety throughout this project	0 (0%)	2 (12%)	2 (12%)	3 (18%)	6 (35%)	1 (6%)	3 (18%)	4.14 ± 1.23
4. Safety is important to MGM – they want me to mention it often when talking with my staff	0 (0%)	2 (12%)	1 (6%)	4 (24%)	5 (29%)	2 (12%)	3 (18%)	4.29 ± 1.27
5. I inform MGM of serious safety problems on the jobsite	0 (0%)	0 (0%)	2 (12%)	1 (6%)	7 (41%)	3 (18%)	4 (24%)	4.85 ± 0.99
6. MGM thinks that safety is more important than productivity	0 (0%)	0 (0%)	2 (12%)	1 (6%)	8 (47%)	2 (12%)	4 (24%)	4.77 ± 0.93
7. MGM supports me if I stop work because working conditions are unsafe	0 (0%)	1 (6%)	0 (0%)	2 (12%)	6 (35%)	4 (24%)	4 (24%)	4.92 ± 1.12
8. Safety is visible on this job – for example, I have seen safety personnel or site supervisors or site managers doing daily safety checks	0 (0%)	0 (0%)	0 (0%)	0 (0%)	5 (29%)	11 (65%)	1 (6%)	5.69 ± 0.48
9. Perini thinks that job site safety is more important than schedules or deadlines	0 (0%)	1 (6%)	0 (0%)	1 (6%)	5 (29%)	10 (59%)	0 (0%)	5.35 ± 1.06
10. Perini safety personnel step in to stop unsafe operations	0 (0%)	0 (0%)	0 (0%)	1 (6%)	8 (47%)	7 (41%)	1 (6%)	5.38 ± 0.62
11. The Perini safety staff follows up when there is a problem – it gets fixed right away and stays that way	0 (0%)	0 (0%)	0 (0%)	0 (0%)	6 (35%)	10 (59%)	1 (6%)	5.63 ± 0.50
12. Perini's safety program works well together with other subcontractor safety programs – it is clear to me who is responsible for what	0 (0%)	0 (0%)	0 (0%)	4 (24%)	8 (47%)	4 (24%)	1 (6%)	5.00 ± 0.73
13. Perini encourages employees to talk about near misses (close calls) that occurred at work	0 (0%)	0 (0%)	0 (0%)	5 (29%)	4 (24%)	7 (41%)	1 (6%)	5.13 ± 0.89
14. Perini policy encourages the reporting of work-related injuries or illnesses	0 (0%)	0 (0%)	0 (0%)	0 (0%)	4 (24%)	13 (76%)	0 (0%)	5.76 ± 0.44
15. Perini regularly assesses the use of Personal Protective Equipment	0 (0%)	0 (0%)	0 (0%)	1 (6%)	3 (18%)	12 (71%)	1 (6%)	5.69 ± 0.60
16. Perini encourages communication of safety concerns between workers and management	0 (0%)	0 (0%)	0 (0%)	1 (6%)	8 (47%)	8 (47%)	0 (0%)	5.41 ± 0.62
17. Perini disciplines workers who do not follow safety procedures	0 (0%)	0 (0%)	0 (0%)	0 (0%)	10 (59%)	7 (41%)	0 (0%)	5.41 ± 0.51
18. Perini believes that productivity is more important than safety	7 (41%)	8 (47%)	0 (0%)	0 (0%)	0 (0%)	1 (6%)	1 (6%)	2.00 ± 1.41
19. The General Contractor (Perini) gives foremen positive feedback when they demonstrate good safety practices	0 (0%)	0 (0%)	0 (0%)	4 (24%)	6 (35%)	6 (35%)	1 (6%)	5.13 ± 0.81
20. Perini considers safety performance in pre-qualifying its subcontractors	0 (0%)	2 (12%)	0 (0%)	4 (24%)	7 (41%)	4 (24%)	0 (0%)	4.65 ± 1.22
21. Perini always includes safety in the job planning process	0 (0%)	0 (0%)	0 (0%)	1 (6%)	6 (35%)	10 (59%)	0 (0%)	5.53 ± 0.62
22. Fatigue is an issue for our employees – they have made mistakes on the job or been injured because they were tired	1 (6%)	3 (18%)	5 (29%)	4 (24%)	4 (24%)	0 (0%)	0 (0%)	3.41 ± 1.23
23. Doing the work safely on this job has definite priority over getting it done on schedule	0 (0%)	0 (0%)	0 (0%)	3 (18%)	8 (47%)	6 (35%)	0 (0%)	5.18 ± 0.73
24. Sometimes a crew can't do the job safely because other trades are in its way	4 (24%)	7 (41%)	0 (0%)	1 (6%)	4 (24%)	0 (0%)	1 (6%)	2.63 ± 1.59
25. There is always enough personal protective equipment available to allow work to be done safely	0 (0%)	0 (0%)	0 (0%)	3 (18%)	4 (24%)	9 (53%)	1 (6%)	5.38 ± 0.81
26. Our employees have received enough training to do the work safely	0 (0%)	0 (0%)	2 (12%)	3 (18%)	8 (47%)	3 (18%)	1 (6%)	4.75 ± 0.93
27. I believe we always make sure workers get enough site-specific information about a job to do it safely	0 (0%)	0 (0%)	2 (12%)	1 (6%)	11 (65%)	2 (12%)	1 (6%)	4.81 ± 0.83
28. I believe our employees know what their safety responsibilities are at work	0 (0%)	0 (0%)	1 (6%)	4 (24%)	10 (59%)	2 (12%)	0 (0%)	4.76 ± 0.75
29. Sometimes employees have to ignore a safety rule or policy in order to carry out an assignment to meet the schedule	5 (29%)	10 (59%)	0 (0%)	1 (6%)	0 (0%)	1 (6%)	0 (0%)	2.06 ± 1.25
30. I believe our employees always report safety hazards that they see	0 (0%)	0 (0%)	5 (29%)	5 (29%)	5 (29%)	2 (12%)	0 (0%)	4.24 ± 1.03
31. I believe our employees know who to report a hazard to when they see one on the job	0 (0%)	0 (0%)	0 (0%)	4 (24%)	8 (47%)	5 (29%)	0 (0%)	5.06 ± 0.75
32. Employees assist others to make sure they perform their work safely	0 (0%)	0 (0%)	0 (0%)	7 (41%)	7 (41%)	2 (12%)	1 (6%)	4.69 ± 0.70
33. Toolbox talks about safety are given regularly	0 (0%)	0 (0%)	0 (0%)	0 (0%)	7 (41%)	9 (53%)	1 (6%)	5.56 ± 0.51
34. Toolbox talks are helpful to our employees	0 (0%)	0 (0%)	0 (0%)	1 (6%)	10 (59%)	5 (29%)	1 (6%)	5.25 ± 0.58
35. I believe that safety committees for the project would be very beneficial	0 (0%)	0 (0%)	0 (0%)	3 (18%)	9 (53%)	5 (29%)	0 (0%)	5.12 ± 0.70
36. Media attention has portrayed safety on the site accurately	9 (53%)	5 (29%)	1 (6%)	0 (0%)	1 (6%)	1 (6%)	0 (0%)	1.94 ± 1.48
37. Our foreman and supervisors always report safety problems	0 (0%)	0 (0%)	1 (6%)	4 (24%)	9 (53%)	2 (12%)	1 (6%)	4.75 ± 0.77

Selected "Positive" Findings- Executive Responses

100% of executives agree that Perini policy encourages the reporting of work-related injuries or illnesses
100% of executives agree that Perini encourages communication of safety concerns between workers and management
100% of executives agree that Perini disciplines workers who do not follow safety procedures
100% of executives agree that Perini always includes safety in the job planning process
100% of executives agree that doing the work safely on this job has definite priority over getting it done on schedule
100% of executives agree they believe their employees know who to report a hazard to when they see one on the job
100% of executives agree they believe that safety committees for the project would be very beneficial
95% of executives agree that Perini's safety program works well together with other subcontractor safety programs – it is clear to them who is responsible for what
95% of executives agree that Perini regularly assesses the use of Personal Protective Equipment
95% of executives agree that there is always enough personal protective equipment available to allow work to be done safely
95% of executives agree they believe their employees know what their safety responsibilities are at work

Selected "Negative" Findings – Executive Responses

88% of executives disagree that Perini believes that productivity is more important than safety (6% agree)
88% of executives disagree that sometimes employees have to ignore a safety rule or policy in order to carry out an assignment to meet the schedule (12% agree)
88% of executives disagree that media attention has portrayed safety on the site accurately (12% agree)
65% of executives disagree that sometimes a crew can't do the job safely because other trades are in its way (30% agree)
53% of executives disagree that fatigue is an issue for their employees – they have made mistakes on the job or been injured because they were tired (48%)
29% of executives disagree that they believe their employees always report safety hazards that they see (70% agree)
24% of executives disagree that MGM communicates a commitment to safety throughout this project (59% agree)
18% of executives disagree that MGM thinks that job site safety is more important than job schedules and deadlines (65% agree)
18% of executives disagree that MGM has a management structure that encourages exchange of information about safety on the job (64% agree)
18% of executives disagree that safety is important to MGM – they want them to mention it often when talking with their staff (65% agree)

4-2. Psychometric Analysis

4-2-a. Factors and Corresponding Survey Items for the Executive Survey

Based on a series of factor analyses, parallel analyses, and item analyses, 12 factors were identified for the executive survey. Factors and the correspondent survey items of each factor, and descriptive statistics (alpha coefficient, possible range, observed range, mean, standard deviation, and number of respondents) are reported in Table 8. See Appendix 5 for definitions of the 12 factors.

Table 8. Factors and Corresponding Survey Items for the Executive Survey

Factors with corresponding survey items	Alpha	PR	OR	Mean	SD	N
Perini Safety Climate	.87	16-84	61-84	74.8	6.7	16
Safety is visible on this job – for example, I have seen safety personnel or site supervisors or site managers doing daily safety checks
Perini thinks that job site safety is more important than schedules or deadlines
Perini safety personnel step in to stop unsafe operations
The Perini safety staff follows up when there is a problem – it gets fixed right away and stays that way
Perini regularly assesses the use of Personal Protective Equipment
Perini encourages communication of safety concerns between workers and management
Perini disciplines workers who do not follow safety procedures
Perini believes that productivity is more important than safety
The General Contractor (Perini) gives foremen positive feedback when they demonstrate good safety practices
Perini encourages employees to talk about near misses (close calls) that occurred at work
Perini policy encourages the reporting of work-related injuries or illnesses
Perini considers safety performance in pre-qualifying its subcontractors
Â Perini always includes safety in the job planning process
Our foreman and supervisors always report safety problems

Safety Behaviors	.92	3-18	11-18	14.0	2.4	16
I believe our employees always report safety hazards that they see
I believe our employees know who to report a hazard to when they see one on the job
Employees assist others to make sure they perform their work safely

Factors with corresponding survey items	Alpha	PR	OR	Mean	SD	N
Safety Practices	.82	5-30	19-30	25.3	3.0	16
There is always enough personal protective equipment available to allow work to be done safely
Our employees have received enough training to do the work safely
I believe we always make sure workers get enough site-specific information about a job to do it safely
I believe our employees know what their safety responsibilities are at work
Toolbox talks about safety are given regularly

Fatigue	N/A	1-6	1-5	3.4	1.2	17
Fatigue is an issue for our employees – they have made mistakes on the job or been injured because they were tired

Unsafe work due to time pressure	N/A	1-6	1-6	2.1	1.3	17
Â Sometimes employees have to ignore a safety rule or policy in order to carry out an assignment to meet the schedule

Perini Safety Program	N/A	1-6	4-6	5.0	0.7	16
Perini's safety program works well together with other subcontractor safety programs – it is clear to me who is responsible for what

Safety Priority	N/A	1-6	4-6	5.2	0.7	17
Doing the work safely on this job has definite priority over getting it done on schedule

Situational Constraints Caused by Other Trades	N/A	1-6	1-5	2.6	1.6	16
Â Sometimes a crew can't do the job safely because other trades are in its way

Toolbox Talks Evaluation	N/A	1-6	4-6	5.3	0.6	16
Toolbox talks are helpful to our employees

Factors with corresponding survey items	Alpha	PR	OR	Mean	SD	N
Perceived Need for Safety Committee	N/A	1-6	4-6	5.1	0.7	17
Â I believe that safety committees for the project would be very beneficial

Media Coverage	N/A	1-6	1-6	1.9	1.5	17
Media attention has portrayed safety on the site accurately

MGM Safety Climate	.96	7-42	17-42	31.4	7.0	14
MGM thinks that job site safety is more important than job schedules and deadlines
MGM has a management structure that encourages exchange of information about safety on the job
MGM communicates a commitment to safety throughout this project
Safety is important to MGM – they want me to mention it often when talking with my staff
I inform MGM of serious safety problems on the jobsite
MGM thinks that safety is more important than productivity
MGM supports me if I stop work because working conditions are unsafe

Note. Alpha = alpha coefficient, which is computed only for Factors consisting of 2 or more items. It ranges from 0 to 1, with values closer to 1 indicating that the set of items measures well a single Factor. PR = possible range of scores. OR = observed range of scores. Mean = an arithmetic average of the sum of the individual responses to the set of items for each Factor based on the survey respondents. SD = standard deviation, which is a measure of how widely the respondents' scores differ from the mean score. The larger the standard deviation, the more spread are the respondents' scores. N = number of respondents who provide valid responses for each factor. N may differ across factors due to missing responses.

Summary of Table 8.
Overall, alpha coefficients ranged from 0.82 to 0.92, which were satisfactory. Perini safety climate, employer safety management, safety practice, and Perini safety program exhibited narrower observed range of scores than the possible range of scores. In other words, responses toward these four factors were significantly skewed in a positive direction.

4-2-b. Mean Comparisons within the Executive Survey

Mean comparisons of each of the 12 factors of the executive survey were conducted based on years worked in the construction industry (less than 26 years vs. greater or equal to 26 years). No statistically significant differences were found.

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