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Awards — 2007 Construction Safety Excellence Awards
The AGC/Willis Construction Safety Excellence Awards are given to contractors with proven safety records and a cultural commitment to safety. The awards recognize those companies that have proven both dedication and innovation to constantly improve workplace safety by making it a companywide priority.
GRAND PRIZE WINNER
Kokosing Construction Co. Inc.,
Fredericktown, Ohio
Heavy Division: Over 1 million work hours
Kokosing Construction Co. Inc. uses a structured six-step approach to safety with an emphasis on preparation: plan, communicate, perform, measure, reward and improve. Through this approach, safety accountability has been passed down to individuals, with each level of management measured on the performance of those beneath them in the organization. The emphasis is on line-management involvement, including direct audits of jobsites and discussions with craft workers to verify that field practices are in compliance with corporate policy.
first-place Winners
Peterson Beckner Industries Inc., Houston, Texas
Specialty Contractor: 100,001-300,000 work hours
Peterson Beckner Industries Inc. emphasizes being proactive rather than reactive in its safety plan. The company prepares before its arrival on site for all aspects of the project’s structural erection and for changes in the project, in order to be responsive, rather than reactionary. Superintendents are empowered to—and have—shut down jobs regardless of the cost when safety issues are identified.
T.B. Penick & Sons, San Diego, Calif.
Specialty Contractor: 300,001-700,000 work hours
T.B. Penick & Sons emphasizes the importance of safety as a business driver at every level. They have implemented a four-step approach to safety on every job: design it, fund it, teach it and demand it. Safety is fully integrated into the project risk-management approach and plays a role in the selection of subcontractors.
Hicks & Ingle Corp., Knoxville, Tenn.
Specialty Contractor:
Under 100,000 work hours
Everyone at Hicks & Ingle Corp. has completed the OSHA 10-Hour training so that all employees have the ability to recognize and address hazards in any part of the business. Emphasis is placed on structured job pre-planning process. The active participation of employee family members has also proven essential and effective in this unique safety program.
Trautman & Shreve Inc., Denver, Colo.
Specialty Contractor:
700,001-1 million work hours
Safety and quality are linked at Trautman & Shreve Inc. Organizational leaders believe that open communication leads to better decisions and reduced incidents, and encourages staff to provide input on issues across the organization. This approach also includes noting positive practices or innovations so they can be spread throughout the organization.
EC Co., Portland, Ore.
Specialty Contractor: Over 1 million work hours
EC Co. has transitioned from an emphasis on production to achieving a safety culture, recognizing that pressure to produce was trumping safety. The first step in changing the environment was to involve all field staff in a safety training day. Senior management is actively involved through site visits and places an emphasis on safety in performance reviews.
Tremur Consulting Contractors Inc.,
Del Valle, Texas
Municipal Division:
Under 100,000 work hours
Tremur Consulting Contractors Inc. focuses on creating a strong safety culture in which no unsafe action is tolerated by any employee. Each new employee is closely evaluated, ensuring that they are highly trained and fit within the culture. An annual team-building trip, with eligibility related to safe work performance throughout the year, motivates employees to be even more aware of their safety.
Blythe Construction Inc., Charlotte, N.C.
Highway Division:
700,001-1 million work hours
Blythe Construction Inc.’s company president meets weekly with principal staff to review safety performance and issues and is the “chief cheerleader” for safety within the organization. A safety action plan is developed for each project and audited monthly for its effectiveness.
LTM Inc., Medford, Ore.
Highway Division:
Over 1 million work hours
Active involvement of employees in reviewing the safety program led LTM Inc. to develop a set of “cardinal rules” for safety performance, that all employees must follow or they will be terminated. Management recognizes the vulnerability of new employees and requires that they be identified through a separate-colored hard hat and closely supervised for their first 500 hours of employment, regardless of background.
Hamilton Construction Co., Springfield, Ore.
Highway Division: 100,001-300,000 work hours
Each team member at Hamilton Construction Co. takes responsibility for other members. Subcontractors are incorporated into the pre-job planning. This creates low staff turnover with a strong safety culture. Employees are given incentives to keep their jobs incident free and are given annual safety grants to give to a charity of their choice.
The Great Lakes Construction Co., Springfield, Ore.
Highway Division: 300,001-
700,000 work hours
The Great Lakes Construction Co. has generated a passion for safety within the organization and among its clients. Monthly jobsite safety visits by senior management, including discussions with individual employees, ensure that the entire organization is excited about and committed to safety. Individual project emergency response plans, including prior coordination with all local emergency responders, help prepare employees to stay safe.
Nova Group, Napa, Calif.
Heavy Division:
100,001-300,000 work hours
Nova Group is focused on integrating safety into normal operational methods, including mandatory employee OSHA 10-Hour training. Their structured approach to safety includes development of written pre-work safety plans and an immediate work stoppage and safety review of work any time an unexpected condition occurs.
AUI Inc., Albuquerque, N.M.
Heavy Division: 300,001-700,000 work hours
Supervisors participate in the safety training of new employees as part of mentoring at AUI Inc. Foremen must validate the safety knowledge of their work crews, participate in incident investigations, identify issues and suggest ways to prevent any problems. Performance recognition for working safely all year also includes eligibility for three annual employee trips to Hawaii.
MDI Inc., General Contractors, Irving, Texas
Building Division: Under 100,000 work hours
Employees are taught both on- and off-the-job safety at MDI General Contractors. Supervisors are accountable for the safety performance of their crews and subcontractors. Electronic jobsite safety auditing is performed daily and weekly, so that the entire organization is aware of performance on each project.
Calcon Constructors Inc., Englewood, Colo.
Building Division: 100,001-300,000 work hours
Calcon Constructors Inc. makes wellness and safety a top priority. Employees are provided with a company health and fitness center and encouraged to participate with their families in safety training and an annual banquet that recognizes organizational safety success.
Haselden Construction, LLC, Centennial, Colo.
Building Division: 300,001-700,000 work hours
Haselden Construction LLC instituted a mobile training facility with computers to provide a wide range of safety training for use by both employees and those of subcontractors, clients and other partners. Emphasis is placed on continuously improving safety and promoting the positive safety habits and records of employees.
Tellepsen Builders L.P., Houston, Texas
Building Division: 700,001-1 million work hours
Tellepsen Builders LP utilizes handheld electronic devices for conducting standardized daily project safety audits. Senior management is also required to regularly participate in direct project safety reviews as part of individual performance standards. Each field crew has members with bilingual capabilities, allowing the teams to communicate effectively.
McCarthy Building Cos., Inc., St. Louis, Mo.
Building Division: Over 1 million work hours
McCarthy Building Cos. Inc. ensures that all individuals have the training and skills necessary to work safely through the New Employee Training program, in which seasoned employees mentor all new hires for the first 90 days on the job. Each supervisor also is trained to prepare task analyses that assess health and safety hazards and identify possible controls.
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