Malcolm Legault

• $700M Great Hall Renovation project, which is the initial component of the $1.8B P3 project at Denver International Airport (DEN)
o Built and lead implementation of project HSE program that delivers superior results that includes minimizing Workers’ Compensation losses to be less than $3, 000 since inception under a Rolling Owner Controlled Insurance Program (ROCIP). The ROCIP at DEN covers over $2.5B of construction projects and its contractors. All ROCIP participating contractors work directly with DEN to minimize Worker’s Compensation costs through hazard elimination/prevention processes. Great Hall Renovation has about 250 employees and contractors increasing up to 750 during peak production periods.
o Lead a team of 4 direct reports and provide management oversight for all subcontractors’ safety programs
o Engaged with DEN's Safety Team to provide expertise to all stakeholders at the airport by providing regular presentations regarding safety and culture development at quarterly and annual Safety Stakeholder meetings.

• Implemented OSHA recognized Corporate VPP STAR Program through the Development of project specific EPR safety documents, legal compliance and risk registers, training matrices, and project safety and health plans for road and bridges, rail—self powered and electrified, and building/structures projects
• Provided S&H leadership and collaboration on infrastructure projects across central United States, California, North Carolina, and Mexico. Coached, mentored and validated the various projects team’s ability to meet Parsons’ class-leading Environmental, Safety, Health, and Risk Program (ESHARP)

• Safety Manager, ORD ATS Modernization and Expansion, Chicago, IL
o Developed and implemented a safety and health program that resulted in no injuries for 100 employees for the $810M transition from a Siemens 15-car automated people mover (APM) train system to a Bombardier 750V DC 12 3-car consist APM train system and extending the current system another 2, 000 feet to the new rental car and long-term parking facility.
o Worked with rental car companies to ensure work could not damage their property
• OCIP Safety Manager, DIA Hotel and Transit Center, Denver, CO ($750M)
o Reduced Workers Comp claims from $0.40/man-hour to $0.241/man-hour from June 2014 to project completion, through project leadership and oversight of CMGC's safety and health programs. Successfully completed 1, 000, 000 man-hours in 10 months without a lost-time incident
o This success was primarily due to a shift in focus on project S&H leading indicators
 Improved communication through the coordination and lead the monthly Joint Safety and Health Committee meetings held with DIA, CMGC's, and insurers.
 Provided technical oversight through the review of OCIP and Building Site-specific Safety and Health plans.
 Provided oversight of Project Management Team (PMT) Safety program to meet or exceed the objectives of the OCIP.
 Assured safety integration on the project through active engagement in pre-construction, pre-work, and CMGC's safety meetings.
 Delivered a trained and knowledgeable workforce through ongoing project OCIP Training.
 Served as a management liaison with key stakeholders through open communication with DIA, PMT, and CMGC management.
 Provided project safety performance guidance through ongoing statistical analysis.
• Developed Safety Plan for the $1.4B SR-91 Corridor Improvement Project, Orange County, CA

• Project involved developing 8 miles of divided highway, utility relocations on a military base, and 9 structures
• Developed—accepted on first draft—NAVFAC/EM385-1-1 Accident Prevention Plan and site-specific orientation
• Implementing OSHAS 18001 and ISO 14001 programs for the project
• Worked with subcontractors and project production staff to develop AHAs
• Managed safety and health program with production staff for Dragados USA and subcontractors: Results—one (1) first aid injury, zero (0) recordable incidents, zero (0) equipment damage

• Consulted with regional and project personnel to develop work plans and site-specific safety plans that eliminate or minimize hazards on multiple civil projects.
• Managed multiple on-site safety personnel for currently 13 projects that range in scope from mine leach field development, mine infrastructure development, railroad expansion projects, Corp of Engineers water project, and heavy highway development—bridges and roads.
• Managed project personnel to strive for a strong safety culture.
• Managed injury and GL claims to minimize losses to company.
• Reduced the severity and number of injuries from previous years.

• Managed project personnel to strive for a strong safety culture.
• Developed work plans with project management to eliminate or minimize hazards on multiple civil projects.
• Managed on-site safety personnel.
• Safety manager for a special project working with Bridges to Prosperity to build a suspension bridge across the Rio Satan, La Tana, Guatemala.
• Continued to develop and deliver training that will promote the safety culture within the entire company. The audience addressed included all levels of the corporation.
• Worked with others to maintain proper communication to our bilingual workforce.
• I-35W (St. Anthony Falls) Bridge Replacement Project, Minneapolis, MN, Flatiron Construction Corporation — this project was recognized as the best bridge completion project in the nation (2008)
o Safety resource for the casting yard where 120 210 to 165 ton bridge segments were constructed.
o Developed, along with superintendents and engineers, the erection and post tensioning safe work plan for erecting the bridge segments.
o Responsible for the safe erection of the pre-cast bridge segments. The segments were erected in just over 30 days
o Safety resource for the underground tunneling that occurred on the project.
• John James Audubon Bridge Project, St. Francisville, LA, Flatiron Construction Corporation (2008)
o Safety resource for this project, which is now the longest cable stay bridge in the U.S.

• Program Director for the undergraduate and graduate programs (2005 — 2007)
• Taught 12 different classes for the Undergraduate Safety Management program and for the Graduate (Master's) Occupational Safety program.
• Advised 8-12 graduate students and 25 undergraduates.
• Served on five university level committees, two of which I chaired; one college level committee, which I co-chaired; and one departmental committee.
• Was as a change agent between our accrediting body, National Association of Industrial Technology, and the Board of Certified Safety Professionals in an effort to have NAIT accredited safety programs to be recognized by the BCSP.
• Numerous presentations at international, national, and regional occupational safety and health conferences.