Page 32 - Megaprojects Playbook

APM-S ASSIGNMENTS/DUTIES

Mega Projects are the ideal platform to introduce our future leaders to the Haskell SQ culture/
expectations. These projects should look at every opportunity to utilize APMs on-site to assist/
support SQ efforts inclusive of orientations, observations, submittal reviews and test reports.

UTILITY EVALUATION SURVEYS

The Haskell Utility Strike Prevention Program must take front center to reduce the potential for
ANY utility strikes or disruptions on the project. This effort involves the participation of the client
and various Haskell capabilities in the mapping of utilities; critical and otherwise.

SAFETY / QUALITY RISK MANAGEMENT / INCIDENT MANAGEMENT

◆ Risk Management Infrastructure:
Establish the risk management infrastructure on the project during initial
mobilization/pre-mobilization. Inclusive of the following:
- Identification of local medical agencies
- Initial contact/relationship with the medical agency
- Emergency response planning/execution
- Incident control/reporting structure
- Monthly Incident Summary Reporting (Internal/Clients)

◆ On-Site Medical:
Explore the criterion related to placing on-site medical services on the project through a third party provider. This
on-site medical could address non-EMS injuries and controls through shared utilization among all trade partners.

SAFETY / QUALITY RISK MANAGEMENT / INCIDENT MANAGEMENT

◆ Project Workforce: Mega Projects present the potential for long/consecutive days on the project. Fatigue
is a significant contributor to project incidents and includes both mental and physical fatigue.
A criterion will be established to address workforce hour limitations to allow for rest and time away
from the work environment. Consider criteria such as “maximum hours worked by any individual
in one day will not exceed 10-hours. Additionally, the maximum number of consecutive days
work will be thirteen (13) with minimum of two (2) days off before returning to work.”
◆ Haskell Project Team: Mega Projects present the opportunity for long multi-year engagements. These
long durations have the potential to drain the energy of the team as time progresses. Impacts in attitude,
commitment and inter-team frustrations, and voluntary turnover can result. A plan must be established
to relieve team members of the project for reassignment; inclusive of all project-based roles.

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