“Russ integrates safety culture and behavior-based safety initiatives. Introducing hazard assessments and controls for tasks commonly performed at work and home, he emphasizes that the way to do it safely doesn’t change just because you’re not on the clock. Using specific examples from his experiences to relate to peers who encounter the same situations, he makes it personal to them. He attempts to translate safety from ‘company required’ to ‘in my best interest.’”

“In 2007, Michelle facilitated the launch of Southern California Edison’s comprehensive safety culture assessment. As a result of the feedback, the company instituted numerous initiatives with Michelle’s guidance and technical support. In 2009, safety culture goals were integrated into employee performance measures. In addition, safety is now a critical element of job interviews and the new employee onboarding process, and it has more prominence on the employee website.”

“To accomplish safety improvement, Fran initiated SAC, Safety Accountability Calls. SAC selects locations, based on recent adverse safety performance, to spearhead immediate performance improvement. This high-level brainstorming session is not to focus primarily on the past (what went wrong). However, it is a session that demands that each participant creates one idea to try in coming months, documenting the progress of the initiative. SAC has resulted in overall safety improvement for several locations.”

“Reid was instrumental in the planning and execution of our local Family Safety Day, which was an extension of the ‘Bringing Safety Home’ initiative the company recently implemented. Here, families learned how to keep safe at home through demonstrations and displays of fire extinguishers, PPE, first aid, traffic control, etc. We handed out safety tip sheets for children and adults, safety glasses, earplugs, and mini flashlights. Reid volunteers his own time to bring safety to his community as well. He recently came up with the idea of doing a Public Safety Day, where members of the community would be invited to learn more about safety on the job and at home by learning about electrical and home safety.”

“Ryan joined DSI Underground Systems Inc. in November of 2008 and took on the difficult task of implementing a Safety Management System across nine sites, in three countries that had various safety programs ranging from nothing to immature safety systems in place. Every level of employee respects Ryan and has their ‘buy-in.’ Two years ago, the company undertook a path to lean transformation. Ryan, seeing the opportunity of this transformation to improve the business and keep safety in the forefront, volunteered to lead. He spent six months of his own time pursuing and obtaining his Lean Six Sigma Master Black Belt.”

“Safe production is essential for a business to be profitable. Anna believes the best way to achieve this is to adjust employees’ attitudes about safety. At the Jackson plant, all employees are responsible for he safety of themselves and their co-workers. They are also held accountable for unsafe acts and conditions in their workplace. Each employee completes one decision-based safety observation per month to identify and correct potential hazards. This has proven successful, as 100 percent of eligible plant employees received the Joseph A. Holmes Safety Association Professional Miner Award Certificate.”

“Seth communicates clearly. A good example of this was demonstrated when Seth set a company safety goal to reduce our injuries by 50 percent for 2010. He clearly communicated this goal, its basis and the method of achievement to our entire company. He did this by means of leadership meetings, reports and employee newsletters, well in advance of its initiation date. He then provided monthly and quarterly progress reports, letting everyone know where we stood in achieving this goal, and celebrated every benchmark of success.”

“In 2008, John Deere Seeding – Valley City instituted a mandatory bump-cap policy under Erin’s direction. After performing an injury analysis, Erin found head injuries were making up 12.2 percent of the plant’s injuries. As Erin worked with the safety committee on a follow-up risk assessment, it was apparent that engineering out the hazards would not be feasible. The equipment manufactured in Valley City requires employees to climb under, around and over the product during various stages of fabrication and assembly. Erin communicated with all employees why the new bump-cap policy was being implemented. Salaried employees were required to wear bump caps a full month prior to policy implementation to help sell the initiative on the shop floor. Since instituting the bump-cap policy, Valley City has gone more than two years without having an employee sustain a head injury.”

“Mike recently took a lead role in developing a full fall protection program for the company and its business partners. This was a difficult challenge because of potential negative attitudes and resistance to changing traditional practices. Mike accepted the role in developing new work procedures and, more importantly, changing the way of thinking about how line work has been performed for decades. He also successfully developed, implemented and trained a significant number of individuals about the new program.”

“In 2011, Sophie focused on the Bloodborne Pathogen Program and was ready when the U.S. Marshals Service sadly had two line-of-duty deaths. When the call came in inquiring how to clean weapons and cars, Sophie had a plan in place to protect our law enforcement employees from hepatitis B, hepatitis C, HIV and other potentially infectious materials. Sophie was able to immediately provide guidance to our employees, which greatly reduced their stress levels. She also put an online training program in place to ensure our law enforcement employees receive up-to-date, state-of-the-art training in subject areas such as lead safety, respiratory protection, bloodborne pathogens and recordkeeping.”