Brutoco Engineering & Construction Inc.
“Elimination of fall-related incidents was identified as a safety goal due to the type of work Brutoco performs and the potential severity of such incidents. As part of the action plan to achieve this goal, Laurence developed a Fall Prevention Mentorship Program to address the increased risk of fall-related incidents due to inexperience. … The program was instituted during 2010, and since that time, Brutoco has experienced zero fall-related incidents.”
Pacific Industrial Contractor Screening Inc.
“Chad took the initiative in improving the city of Houston’s (his former employer) hazcom program. He managed the city’s program that involves 27 departments and has drastically improved the city’s Tier Two Hazardous Chemical Reporting Process. Additionally, Chad centralized the employees’ access to MSDSs by implementing an online process that allows employees to quickly and easily view information relative to the chemicals that they handle and use.”
||Health and Safety Specialist|
“Kyle started with UPS in August of 2001. While working on his degree in Psychology and Brain Sciences … he worked on the ramps, loading and uploading planes. His work experience allows him to relate actual true safety stories and experiences during new-hire orientation training. He has good communication skills and really relates to people well when confronting and correcting unsafe actions.”
Liberty Mutual Group
“Dustin developed a ‘safety blitz’ process to use at customer locations that focuses on evaluating management’s understanding and application of their safety procedures and work methods. He designed a scoring system to rate multiple aspects that are measured to identify safety program commitment, understanding and application. The process then allows for predictive measures to be implemented to make improvements in the injury and crash frequencies.”
General Motors of Mexico
Mexico City, Mexico
|“Francisco developed the ‘Safety As A Value’ program at the GM of Mexico plants. This program emphasizes four key areas of concentration: education, communication/awareness, behavior adjustment, and feedback. This initiative resulted in raising the bar on safety culture through increased training, employee recognition, team engagement, worker testimonials, communication, greater leadership involvement, use of electronic tool and social media to promote safety, behavior-oriented surveys, and face-to-face conversations with employees utilizing open-ended questions to facilitate detailed safety discussions.”|
||Senior Engineer Safety |
Pakarab Fertilizers Ltd.
“Fahad transformed our organizational communication system by developing a Safety Management Information System. His initiative was materialized within a few months when he launched it by conducting hands-on training of management employees starting from department managers down to section heads. He developed eight modules and phased out the implementation process.”
||Director of Risk Management|
Architectural Wall Systems Co.
West Des Moines, IA
|“Joshua discussed the need to shift from an organization that focuses on compliance and injury tracking to a company that looks at near misses and first aid cases. In 2007, a near-miss tracking program was initiated that led to over 100 near-miss reports. He also ensures the culture transformation is carried home through the development of a monthly safety newsletter. In 2009, Josh also created a website that engages our field leadership and management.”|
||Patient Safety Resource Specialist|
WakeMed Health and Hospitals
“Janine consistently but gently reminds staff she sees engaging in unsafe behaviors of the safe process they should be using, and why it is important. In the same breath, she asks them about the challenges to elicit reasons for not using the safe processes. She takes staff feedback to senior leadership and uses it to help design safe processes and educate others about lessons learned.”
“Rob had a deep concern about the employees who worked in the Cell Zone area of the Electrolysis Department. He helped to develop a trackable training system that was implemented in April 2010. Since that time, 206 employees and contractors have received training on the electro-hazards within this area. As a result, the company has seen an increase in Cell Zone safe work permits and an increase in pre-task risk assessments reported.”
Reddy Ice Corp.
Weyers Cave, VA
|“Two years ago, while conducting a survey of accidental ammonia releases from the company’s refrigeration systems, Johnathan discovered that the majority of releases involved smaller systems that contain less than 10,000 pounds of anhydrous ammonia. Due to the reduced charge, the smaller systems are not regulated under OSHA and EPA Process Safety Management/Risk Management guidelines. Realizing the potential risk of a catastrophic release, Johnathan developed the “Ammonia Management Program.” Since this program’s implementation, accidental ammonia releases have been reduced by over 60 percent and no employee incidents involving ammonia have occurred.”|