In announcing the winners of this year’s Governor’s Workplace Safety Awards, Indiana Labor Commissioner Rick Ruble observed, “There is no greater achievement as a business or organization than ensuring all employees go home safely at the end of the workday.”

This Compliance Report highlights the practices of three of the 2016 winners—businesses that work to make that happen every day. Read about obstacles overcome and successful strategies for preventing incidents by staying proactive and focusing on risk.

XL INDUSTRIAL SERVICES, INCORPORATED. Small companies can have a big impact on the safety of their employees. That’s just what’s happening at XL Industrial Services, a specialty trades contractor in LaPorte, Indiana. The full-service mechanical, painting and coating, and electrical contractor serves liquid gas terminals (where tankers fill up to deliver to gas stations), as well as chemical and food facilities.
 
Health, Safety, and Environmental (HSE) Manager Ryan Pollack, a certified construction safety and health technician (CHST), oversees worker protection for the company’s 65 employees. About a dozen are in the office, and the rest work at jobsites around the country. The fact that such a relatively small business has a dedicated HSE specialist on staff suggests a serious commitment to safety.

Anticipating and avoiding risk is the name of the game, much as it is for the large petroleum companies that hire XL Industrial Services to service their facilities. “The potential for catastrophic incidents is there,” says Pollack. “Our customers set the tone and we have to do everything we can to prevent people from getting hurt.” Aside from the injury itself, an incident can jeopardize a relationship with safety-minded customers.

The fact that all field employees work on a per diem basis might seem like an impediment to establishing a culture of safety. But Pollack says that in fact, the nonpermanent workforce enjoys considerable loyalty and longevity.

“As we gain talent, talent seems to stay, and one of the big reasons is the company’s commitment to safety, which starts with our owner Brian Guibert.” Pollack says field employees work together on traveling crews and care about one another’s well-being. “There’s a sense of family within the company.”

Manual system is so yesterday

In 2015, XL Industrial Services made an important change in its approach to field safety by providing the 15 foremen with an iPad and specialized construction industry software developed by HCSS. “It replaces a totally manual, pen-and-paper system,” says Pollack.

The software includes hundreds of built-in meetings, a customizable dashboard, and templates for reporting, observations, and near-miss recording. Pollack says foremen use the system to record and report equipment inspections, job hazard analyses, safety audits, safety meetings, and near misses. In the event of a near miss or incident, a text is immediately generated and sent to Pollack, the company’s HR manager, and the president. “It tells me what’s going on today so I can help them tomorrow.”

Pollack says the new approach has increased his ability to monitor safety-related documents coming in from far-flung jobsites and provide timely, quality feedback. It’s also helped ensure that crews promptly receive needed safety equipment. In the past, if a foreman needed something, he would call Pollack and hope to reach him. Now the communication is real time.

Keeping the focus sharp

Explains Pollack, “I recently had a foreman who was doing an audit and found out that his first-aid kits had expired and that he had some damaged extension cords. As soon as he submitted the audit, I could immediately contact the purchasing manager to order replacements.” Whether it’s cords or lanyards, the system lets the foreman focus on what’s happening in the field, rather than on chasing supplies and equipment.

The software keeps track of employee safety skills and certifications, which is important internally, and confirms the safety status of a crew or an individual for customers. As well, customers automatically receive copies of job hazard analyses, equipment inspections, or audit findings as PDF attachments to e-mail. It’s important content that, in the past, would have been printed and parked in a file folder.

The digital system encourages a proactive approach to hazards. Pollack adds, “I encourage our guys to find everything and anything they can and include it in the foreman’s inspection or equipment inspection. This tells customers that we are proactively identifying safety issues and correcting them, rather than waiting for me to come on-site and find something that may have been a problem for some time.”

And even though only foremen have the iPads, the software encourages employees to get involved. For example, a foreman may turn his device over to an employee to conduct an inspection, which builds skills and boosts employee engagement. Another benefit is accountability. “If a foreman turns in a clean inspection form and I get out to the jobsite and see issues, I know that he hasn’t done what he should be doing. They know that I’m reviewing the information that comes in.”

Using the new system, employees documented over 1,500 daily safety meetings and 1,200 equipment and project inspections in the second half of 2015. More than 80 corrective actions were tracked through completion, and most were completed within 7 days.

Beyond the numbers, Pollack believes the new digital approach helps to reinforce a strong safety culture at XL Industrial Services. “I’ve got guys calling me constantly to talk about safety-related issues and ask questions. The system has engaged our employees and made them care more than they’ve ever cared. It’s made safety cool. And who doesn’t want to be part of something cool?”

GRIBBINS INSULATION COMPANY, INC. Gribbins is a mechanical insulation contractor based in Evansville, Indiana, with several offices throughout the Midwest. The company installs insulation on pipes, vessels, tanks, and boilers. Gribbins serves commercial and industrial refineries, power stations, chemical plants, and pharmaceutical facilities.

Safety manager Trevor Atherton joined the business about 15 years ago. Although a safety program was in place, it took off in new directions since that time. Today Atherton says safety is embraced from the top down, with open lines of communication and a clear sense that “everybody is on board.” Employees are quick to correct hazards in the field, and they do not hesitate to bring up issues that need attention.

Gribbins was recognized with a 2016 Governor’s Safety Award in the medium-sized employer category for its innovative and effective behavior-based safety program. It is known by the acronym SAFE, for “Surveying At-Risk For Elimination” program. Employees are introduced to SAFE during new-hire orientation and are trained to conduct observations while working in the field.

“It’s a no-name, no-blame program,” Atherton explains. The program was inspired by a behavioral safety program at a customer site where Gribbins’ employees were working. Coworkers complete observation cards without naming the individual being observed. Similarly, the observer is not required to note his or her name. But those who do sign the forms are rewarded with safety points they can use to purchase hats, tools, shirts, and gift cards. (Employees also earn safety points for engagement activities like hazard reporting, participating in safety meetings, and conducting job hazard analyses.)

The purpose of an observation is to “catch someone doing something right” and to address behavior that could put the worker or others at risk or who are in need of improvement. Following a discussion, the observer completes a card that lists various risk categories like eye protection and body mechanics. Each category is marked “safe” or “at risk” to indicate how safely the employee was working. There is also an open-ended section, where the observer can add relevant notes.

Gribbins considers employee involvement the backbone of its safety and health efforts. Employee surveys are a way for the company to get needed feedback on safety and health efforts and to test employee knowledge of policies and procedures.

Culture and engagement, too

Comprehensive jobsite audits provide another opportunity for employee engagement. Atherton says even though members of the safety department conduct the unannounced audits, employees are encouraged to participate.

New hire safety orientation is an opportunity to introduce the company’s safety culture and priorities. In addition to learning about safe work practices and regulatory requirements, new employees hear about the importance of speaking up about safety. “We tell them we want to know about anything, no matter how minor it is,” says Atherton. At the end of the orientation, employees must complete a 50-question exam with a score of at least 80 percent before they can report to work.

There are also monthly safety committee meetings and an annual open safety forum held at each of the company’s offices. The forum is led by the company president and other top executives who invite employees to bring up any and all concerns.

A “check program” is a way to determine if employees have retained learning from previous safety meetings. While Atherton and other safety coordinators are out in the field conducting audits and inspections, they randomly approach employees and present a 10-question review of a past topic.

KENNEDY TANK & MANUFACTURING COMPANY. Kennedy Tank & Manufacturing is a contractor that specializes in new, modified, and repaired tanks, pressure vessels, boilers, and heat exchangers. The family-owned business is headquartered in Indianapolis and has been in operation since 1898.

In 2008, Kennedy Tank’s total recordable case rate was five times the industry average, and the company was losing business as a result of its poor safety performance.

Leaders in search of solutions brought in Greg Anderson as environmental and safety director. His focus was primarily on the company’s field construction group. A management steering committee made up of the owner, two division vice presidents, and Anderson identified what they wanted the improved safety program to achieve, crafted a mission statement, and conducted employee perception surveys.

Don’t just tell us, show us

“One of the areas where we received a ton of criticism was training. While our training was compliance-based, it wasn’t necessarily effective,” says Anderson. The antidote was to make big changes in the company’s annual training day, when normal operations are halted, and everyone focuses on safety education. Rather than present the same modules that had been used for years, Anderson brought in dynamic outside speakers, including equipment specialists and a former Indiana OSHA employee.

“We spent a lot of money and brought in experts to present quality instruction. We also offered employees a super nice meal and really made it into a celebration of safety.” Another popular innovation was creating special awards (like “best team member for safety”) voted on by employees.

The focus has switched from passive to active learning. “When we looked at our training effectiveness, one realization was that the strong suit for our audience was not sitting in a classroom. They like to use their hands.” With that in mind, Anderson brought in presenters to demonstrate fall protection and scaffold erection, not just to talk about them.

The next year, he partnered with a local safety company that brought its own confined space trailer. This permitted employees to perform confined space rescue and even incorporating respiratory protection. “The guys loved it. They had a lot of fun, and it created a lot of camaraderie,” says Anderson.

Seeing the positive impact of a hands-on approach, the owner of Kennedy Tank & Manufacturing proposed in 2015 that his employees build their own confined-space trainer. The suggestion took hold, and the guys got to work on a unit that has a dual purpose in training scaffold construction and erection. “The cool thing,” Anderson recalls, “is that from a culture standpoint the people who were most impacted took ownership of the project. It wasn’t led by the safety department, which was huge.”

Other positive changes

Like other contractors that up their safety game, Kennedy Tank & Manufacturing had to address the fact that some customers who hired them to build or repair equipment at their facilities did not share their commitment. “It was like a smoker who is trying to quit, but a friend offers them a cigarette.”

Anderson recalls one occasion when a Kennedy Tank employee was performing a confined space entry. Although Kennedy requires a full body harness, the host employer told the contractor employee that such a level of protection was not required.

Anderson says it’s important in these situations to be up front about expectations. Sometimes the customer simply does not understand the work and the hazards involved. The result is confusing, sending mixed messages for employees, and possibly causing serious injury or worse. “It’s kind of tough, but eventually they come around.” In fact, some customers have changed their safety rules as a result of exposure to more stringent standards.

Communicating safety rules and expectations to their own employees has been another challenge successfully addressed by Kennedy Tank. Anderson says the preferred approach is “over communication.” From the beginning, company leaders, including the owner, speak openly about safety. “The owner and division VP tell new employees ‘Here are the sins of our past, we’re not hiding from them. But for us to be a viable business, and for your sake, that can’t be our future.’” Details of near-miss incidents are shared across the organization.

Another change, made about 2 years ago, is that all employees now wear uniforms. The clothing offers performance features like high visibility and fire resistance. But it also gives employees a feeling of professionalism, which carries over into safe behavior, Anderson believes. He said the change was well received by the employees’ union, which generally enjoys a positive and cooperative relationship with management.

There have been occasional “hiccups” in Kennedy Tank’s efforts to protect employees, but over the past 4 years there have been no recordable incidents. Management commitment and employee engagement are high as this safety-first business continues to find ways to improve.

Good company

The three employers profiled for this report are among winners of the 2016 Indiana Governor’s Workplace Safety Award. Check out the other winners and the best practices that attracted the judges’ attention.

• Monsanto (Remington) has led and participated in several outreach efforts that have had a big impact on the community. Among these is a tri-county safety convocation for students and participation in community flood relief.
• Solid Platforms, Inc. (Portage) is a full-service scaffolding contractor. The company developed and conducted a comprehensive scaffold user-training course for their construction trades clients.
• Eli Lilly and Company–Lilly Research Laboratories (Indianapolis) developed the GO CARD to help identify hazardous substances. GO CARD stands for Genetic, Occupational Exposure Level, Carcinogen, Allergen, Reproductive or, Deadly/Fatal.
• Indianapolis Roofers Safety Group includes five roofing contractors and safety consultants. The group provides policy updates, site-specific safety programs, audits, and training.
• The City of Greenwood started on the path to safety improvement in 2012 by establishing a safety committee with representatives from all departments. In early 2013, monthly safety training was introduced, as well as supervisor training on reporting, specialized training for snowplow drivers, and use of a driving simulator for fire and police employees. From 2014 to 2015 the city reduced its total recordable case rate by more than 40 percent.