Lone workers: a unique safety challenge: one producer drastically reduced plant injury rates by adopting some simple changes to its safety program - Cover Story

Concrete Producer, The, August, 2003 by Michael O'Toole

At one level, managers agree that reducing the frequency and severity of work injuries is a central result of a well-defined company safety program. These numbers are well-defined and have traditional measurement procedures. But managers face a much different matter when it comes to injury avoidance and reduction.

One problem of prevention-based safety programs in concept is that safety experts cannot agree on whether there is a direct cause-and-effect relationship between a safety program's design and an employee's accident avoidance. There are as many different answers as there are experts.

Many producers face this dilemma in their efforts to create a corporate sense of safety. For example, mandating a safety program does not ensure injury- or incident-free job performance. Producers that operate at multiple locations can require their plant managers to follow a well-proven driver training program, but the success of the program may vary significantly among locations.

This is especially true with ready-mixed concrete delivery drivers. So many factors can influence the risks associated with workplace hazards that having an injury-free workplace presents a difficult challenge.

A number of researchers have tried to determine exactly why certain companies achieve superior safety results while others performing the same work struggle. Published historical data and ongoing research suggest that certain key factors play a role.

* Strong management leadership, including visible support and involvement in the safety process.

* Active and meaningful employee participation and involvement in the process.

* Feedback mechanisms or measurements that document results beyond the traditional Occupational Safety and Health Administration (OSHA) injury rates, providing employees with an indication of successful safety efforts.

* Hazard identification and control programs, such as traditional guarding, lighting, and housekeeping.

* Safety training beyond federal requirements.

In 1997, Hanson Aggregates Central--Concrete Division (formerly Pioneer Concrete), Irving, Texas, was challenged by Pioneer USA president Michael Kane to put into place a series of plans to systematically improve safety. In 1997, the company's OSHA Recordable Injury Rate (where an employee required medical treatment beyond first-aid) averaged 7.8 while the Lost Time Injury Rate (where an employee missed at least one day of scheduled work) averaged 1.14.

As of the end of 2001, OSHA Recordable Injury Rate averaged 4.89 and the Lost Time Injury Rate average had dropped to 0.24. This reflects a significant and sustained reduction. A second indicator of success was the cost of injuries as they impacted the bottom line. As an example, in 2001, injuries cost the Concrete Division $0.47 per yard of concrete. At the end of 2002, that cost was $0.32 per yard of concrete. Clifford Hahne, president of the Concrete Division, credits his entire management team with leveraging the value of these key factors. In addition, the support from Pioneer's former--and Hanson's current--management enabled the division to try a number of initiatives to reduce the frequency and severity of injuries.

Management's approach

So, what was it that Hanson initiated to bring about and sustain these significant changes? First, the call for improvement started at the top of the organization. Hahne had agreement from all managers, including the vice presidents of the divisions. The management team was assigned, or received clarification of, safety responsibilities and was in turn held accountable for safety efforts in their areas.

Second, measurable safety objectives were established for each manager and supervisor and included as part of personal performance evaluations. They also were combined with achievable safety objectives to impact managers' bonus opportunities.

A third key initiative was management's refocused efforts on upgrading injury case management of work-related injuries. By working closely with local physicians and the company's workers' compensation carrier, the employees returned to work with fewer delays. Managers also made efforts to return employees to modified work (light duty) wherever possible. In the past, any return to work without a full medical release was prohibited, which added unnecessary costs and unfavorably affected the OSHA incidence rates.

Although injury management is clearly not accident prevention, a solid case management program nevertheless benefits employees and the company. "When fewer employees miss work due to injury, valuable and trained employees maintain a higher level of productivity and fewer dollars are expended for workers' compensation," says Hahne. "Everybody wins."

Boosting employee Involvement

With a strong management safety structure in place, the task turned to getting employees involved in the safety process. Because concrete truck drivers have minimal contact with their direct supervisors or other employees throughout their shifts, it can be difficult to increase their personal involvement in a company-wide safety effort.