The Awards Committee of the Hawaii chapter of the American Society of Safety Engineers completed their mission.

The program recognized Hawaii businesses and organizations that demonstrate excellence in safety and health systems that protect their employees in the workplace. Winners were announced at the tenth biennial Governors Pacific-Rim Safety and Health Conference held at the Hawaii Convention Center, May 19-21, 2008

Entries were evaluated on the following criteria: management commitment and employee involvement in the safety process; an improvement or continued excellence in results, measured in the number of lost work days, recordable frequency rate or workers’ compensation claim cost; and a documented system for hazard analysis and hazard reduction.

Contact Clayton (Awards Chair)

Thanks to all of our volunteers 

 EXCELLENCE IN SAFETY

 We would like to thank the following companies for their participation in the Excellence in Safety Awards this year and for sharing with us their expertise in providing a safe working environment.

 Weyerhaeuser

 Emeritus

General Industry Small Employer 

At Weyerhaeuser, we believe Safety is our #1 priority.  General Manager Rob Cundiff and the rest of the management team at Weyerhaeuser, Production Manager Glenn Masaki and Human Resources Manager Lyan Bonn believe to achieve excellence in safety it begins with building a culture of employees with a passion to care and look out for each other. They have invested time and money in building a safety culture.  All employees at Weyerhaeuser are guided by four key safety principles: 1) All incidents are preventable, 2) Commitment to safety is based on caring, 3) Line management is responsible and accountable for employee and contractor safety, and 4) Safety is a condition of employment.

Weyerhaeuser leadership team cultivates a work environment that requires employees to “act like an owner” and demonstrate their “authority and personal accountability” in accident prevention.  All employees have a “line STOP” authority to eliminate or reduce risks or hazards on the spot without fear of reprisal.

Weyerhaeuser safety in excellence expectation begins even prior to hiring a potential applicant.  New hires, as a condition of employment need to accept the challenge of becoming a part of the safety and healthy workplace culture.  The “Courage to Care and Intervene” program stresses the critical role that each employee actively demonstrates in safeguarding themselves and their co-workers.  Weyerhaeuser’s caring culture and passion for safety limited their injuries to one OSHA-reportable in 2007 with zero lost workdays.

The Weyerhaeuser safety legacy does not end at their property line either. It reaches out to families of employees with wellness and health programs. They openly and willing share their lessons learned and best practices in safety with their business partners, touching the lives of employees outside of their company with their passion for excellence in employee health and safety.

 Watts Constructors,LLC

 First Place

Construction Medium Employer 

WATTS CONSTRUCTORS takes the issue of safety and health on the job very personally.  The safety program at WATTS is not merely a manual of policies and procedures that sits on a shelf; rather, it is a culture of excellence that starts at the top and permeates throughout the entire WATTS organization.  To Denny Watts, president and CEO, the goal is zero accidents and injuries; and, without exception, he insists on every manager’s commitment and every employee’s involvement in the safety process.  To emphasize this point, WATTS’ written policy states, “Prevention of an occupationally induced injury or illness will be given precedence over operating productivity.”

The company also supports and mentors its subcontractors, with cultural assessments conducted by the Site Safety and Health Officers (SSHO) to determine current norms, values, attitudes, beliefs and commitments that influence safe or unsafe behavior.  Evaluations are made to assess the level of training and experience of the project team, site workers and subcontractors.  Those that have not had prior experience working within the EM 385-1-1 standards are engaged in a substantial indoctrination process and orientation to the organizational risk management compliance protocols required on a military project.

The value of having workers realize that the program in place is to protect them sends a message that the company cares about their welfare. The company’s culture encourages pride in each workers performance and creates an environment of trust, built on the knowledge that the people they work with watch out for each other, regardless of whether they are WATTS employees or subcontractors.  The message that WATTS wants everyone to go home to their families safely each night is clearly not just a motto; it is the company’s goal.

 Pearl Harbor Naval Shipyard & IMF

First Place

General Industry Large Employer

Pearl Harbor Naval Shipyard & Intermediate Maintenance Facility (PHNSY&IMF) is Hawaii’s regional maintenance center for the United States Navy.  PHNSY&IMF capabilities include overhauling, repairing, converting, alteration, refurbishing, refueling, defueling, and decommissioning Navy vessels.  PHNSY&IMF is committed to integrating safe and healthful work practices into its mission of providing quality ship repair and overhaul services.  PHNSY&IMF consists of over 4,000 civilian and 500 military employees that actively participate and maintain personal responsibility to comply with the command’s Occupational Safety and Health Program.

PHNSY&IMF is also committed to improving their safety and health management system beyond regulatory compliance by implementing the OSHA VPP model.  In 2007, OSHA designated PHNSY&IMF as a VPP Star Site.  The achievement of Star status was successful because of the workers’ personal commitment to work safely and look out for the safety of their coworkers.  Results of this commitment can be seen throughout PHNSY&IMF through consistent reduction in mishap rates, an increase in employee involvement, and increased supervisory/management accountability for safety and occupational health.  The Shipyard’s Total Case Injury Rate has declined 25% over the past four years, 14% in the past year, and is 59% below the 2006 National Average for Ship Building and Repair.

PHNSY&IMF has demonstrated excellence in safety throughout 2007 by undertaking focused initiatives to improve safety performance.  The command continues its commitment to instill a safety culture championed by employees and management, and maintains the proactive programs necessary to sustain the command as a VPP Star Site.  This is a testament of PHNSY&IMF’s dedication and resolve to remain in the forefront as the regional leader in occupational safety and health.

 Actus Lend Lease, LLC

 Second Place

Construction Medium Employer

 Actus Lend Lease is the nation’s leader in military housing privatization.  Actus Lend Lease is part of Lend Lease, a global business that is committed to a Safety Culture by empowering our people.  Safety is our highest priority, we say that safety is first in all of our business decisions, and top management backs it up with action and participation.

Safety Culture starts with Safety Orientations for all employees and Subcontractors before being permitted to work in any office or on any job site.  All employees must receive Incident and Injury Free (IIF) training, where they learn that they are accountable for safe outcomes and for helping their colleagues and coworkers. They are empowered to protect their fellow workers and they know that management provides full support for them to do so.

All employees receive annual mandatory safety training to receive their License to Practice (LTP). Actus has established Global Minimum Requirements (GMR) for Safety and has developed Safety Means & Methods Statements for each of the GMRs. These statements are shared with workers before a task is performed. This also gives workers the opportunity to ask any questions and help them understand how to perform their task in the safest way.  Key Performance Indicators are used to measure the effectiveness of the Means and Methods and are constantly evaluated.

A dedicated website is used to communicate critical safety related information to our employees. Problems and hazards identified at a jobsite can be disseminated globally to all of our jobsites within minutes.

Our professional Safety Staff has the role of mentoring, coaching, training and consulting. The workers on our projects know that every employee is ACCOUNTABLE for their own Safety and the Safety of their coworkers, - every incident is preventable. 

At Actus Lend Lease, we are committed to operating Incident and Injury Free wherever we have a presence.

 Alan Shintani, Inc.

 Emeritus

Construction Medium Employer 

The “Esprit de Corp” of the Safety Program at Alan Shintani, Inc. are the 11 Safety Trained Supervisors (STS) that provide visibility and leadership in the field.  With a committed Safety Officer and Construction Health and Safety Technician (CHST) they collaborate and are the first line of feedback and help to assure that site specific Accident Prevention Plans (APP) and Activity Hazard Analysis (AHA) are realistic and not just a “good plan on paper”.

Safety awareness and prevention is a company wide program.  Everyone participates and everyone benefits.  An Annual Safety Meeting is conducted for the whole company that closes its doors for the event.

As we are propelled rapidly into the future it becomes apparent that companies positioned with positive attitudes and those that keep lines of communication open will keep injuries/accidents down.  Our Safety Officer and CHST have empowered our STS’s to conduct “Tool Box Safety Talks” to maximize the dissemination of information on current safety trends, safe handling of tools, equipment and materials.

Alan Shintani, Inc. continues to be committed to keeping the workplace safe for its employees and customers.

Parsons PCG Pacific Division

First Place

Construction Large Employer

Parsons Construction Group is a leader in safe and competitive construction.  Founded in 1944, Parsons is one of the largest 100 percent employee-owned engineering and construction companies in the United States.  We measure our success one project at a time by exceeding expectations and satisfying our customers.

At Parsons, safety is our primary “value.”  We recognize that success is realized through our people, the safety and health of each person assigned to its projects, our clients, and the communities in which we serve.  Parsons is committed to achieving an injury-free work environment, continuous improvement, and sustaining a world-class safety management process.  Nowhere is the commitment to our people better demonstrated than in Parsons’ Safety, Health and Risk Program, better known as SHARP.

Parsons’ commitment to safety begins with the chairman, chief executive officer, president, and the chief of operating officer of its companies extending to each Parsons’ employee.  We empower each employee to be safety minded.  Safety isn’t just a word at Parsons; it is the foundation from which our company is built.  Several policies and procedures are in place to promote and maintain safe working environments for employees, such as daily “tool-box” meeting and weekly training sessions.

Commitment to safety excellence has resulted in Parsons being amount the safest employers in the construction industry.  The performance indicators of incident rate, lost time rate, workers’ compensation experience modification rate, and overall workers’ compensation costs, are a small fraction of the industry averages.

At Parsons, we are proud of our accomplishments in protecting the safety of our most important asset, our employees.  Parsons will continue its commitment to achieving an accident-free workplace.

Pankow

Honorable Mention

Construction Medium Employer

The safety of the Pankow team and the public is the foremost essential core value that guides our actions.  Safety Does Not Happen by Accident is a principle that embodies Pankow’s firm belief that all accidents are preventable and that any injury is unacceptable.  It challenges the entire Pankow team to actively participate and to develop innovative approaches to overcome obstacles to achieving and maintaining an injury-free workplace.

Pankow’s core belief is that there are four keys to attaining and maintaining zero injuries on our construction jobsites:

• Increase  participation in the safety process
• Strengthen employee competency and knowledge of safety
• Reduce the time between hazard identification and appropriate corrective action
• Improve accountability at all levels of the organization.

To increase participation in the safety process, we have integrated levels of Safety Committees, a Professional Development Committee, and an Accident Review Committee.  We strengthen employee competency with a new hire safety orientation, pocket-size safety handbook, web-based safety orientation component, site specific orientation, continuous safety training, and a Stretch and Flex Program.  In addition, daily huddles and weekly tool box talks are held.  Pankow’s innovative tools include a Project Hazard Tracking Log, Foreman’s Daily Task Planner and a PDA-based system for scheduled inspections.  Summary data from PDA inspections is reviewed weekly to track safety efforts.  And employees are recognized for their safety efforts during our Safety Award Ceremonies.

The most significant aspect of Pankow’s Safety Culture is active, visible involvement by Executive Leadership.  We are passionate about our Zero Incident Culture.  The Pankow “Pledge to Safety” is our word to our employees that we will never knowingly compromise the safety of workers, visitors, or the general public.  We ask that everyone make their own personal “Pledge to Safety”.

Armstrong Builders, LLC

Second Place

Construction Small Employer

The Armstrong Builders, LLC (ABL) team has achieved success in our Safety & Health Program through positive commitment and support from all levels of our team.  We have adopted the philosophy of “IMUA ME KE ALOHA - always think about the safety of others” to represent our commitment.

ABL has been in construction for over 30 years in Hawaii. As our organization grew, so did our risk, profits were being lost through waste and injury.  Management raised the value beyond having a written safety program and took a strong leadership role in the safety program. They realized to truly be successful, every element of the business had to be in sync, safety, production and quality.

One of the most significant signs of change in our attitude towards safety was taking on the full risk of managing our projects safety.  We no longer looked at only just our employee performance, but also at the total outcome of the project performance, which includes our trade partners and vendors.  As a result, ABL implemented a special Owner Controlled Insurance Program (OCIP) that includes workers compensation and general liability coverage for all contractors on all our projects.  This has been instrumental in creating an increased safety culture on all islands.

To ensure consistency in our program, ABL superintendents and field employees perform weekly jobsite audits ensuring that we are “doing what we said we would do”.  Some of the tools we have used to measure and manage our program include OSHA’s Form 33 Assessments as well as a Safety Steering Committee made up of all levels of employees.  Our Safety Steering Committee reviews all near miss incidents, accidents, activity hazard analysis and company policies and procedures.  We feel that employee involvement is critical to the success of our program.

We are very proud of our program, but we also know that our growth process continues. We are constantly looking at ways to improve our best practices for safe production and our commitment keeps us at the top of our performance abilities.

Canada-France-Hawaii Telescope

Honorable Mention

General Industry Small Employer

“Our staff is our main asset - it’s all about people,” says Dr. Christian Veillet, Executive Director of Canada-France-Hawaii Telescope Corporation (CFHT).  The company has integrated this belief into its culture:  Safety is of primary importance for providing excellent service to the scientific community.  Unique challenges and hazards abound as the telescope sits on the isolated summit of Mauna Kea, at an altitude of almost 14,000 feet, where the average temperature is 30°F.  In responding to these challenges, CFHT has triumphed in the establishment of an effective safety program.

Ten years ago, the company did not have a formal safety program, but now has documented programs that effectively address the hazards of this unique science facility.  There is a high level of involvement at all levels to identify, evaluate, and control hazards; and, there is an emphasis on training, which begins with an indoctrination process.  The company has demonstrated its commitment to safety by allocating a sizeable portion of its resources to the safety program and by providing visible top management involvement. The Director of Finance & Administration, who serves as the Safety Program Manager, is 50% dedicated to safety program implementation and has received appropriate training so that she can work effectively with the safety team.  The safety program team also includes the Director of Engineering, the Observatory Facility Manager, who serves as the Safety Officer, and an experienced Safety Specialist.

Now that the company’s program is well under way, it recognizes that one of its main challenges is to maintain the momentum.  CFHT will undoubtedly continue its success as it has come to realize: Safety is not a destination, but an ongoing process.

Outrigger Enterprises Group

Honorable Mention

General Industry Large Employer

Outrigger Enterprises, Inc, is a kama’aina family owned and operated company that has been doing business in Hawaii for sixty years.  We strive to keep our ohana healthy for many reasons- it is consistent with our values and it makes good business sense.  Our unusually strong interest in health may in part be explained by the fact two of our top executives are physicians who have dedicated a good part of their lives to helping people stay healthy, both on the job and at home.

Providing our employees with the equipment, tools and training to stay healthy ties in perfectly with our employee created values, especially Kina’ole, doing the right thing, in the right way, at the right time, in the right place, the first time.  Investing the resources needed to keep our employees safe and healthy is the ideal way for our management to demonstrate our respect and appreciation for the employees to keep our company successful.

We find that our program is most successful when top management is personally involved in all aspects of safety.  This includes designing safety programs, promoting safety “on the floor”, talking to employees and addressing their concerns before accidents happen, keeping in touch with injured employees who are out of work, providing alternate jobs when appropriate, and overseeing the ancillary providers - such as insurance carriers and physicians, who get involved in the system.  Without top management, things slow down and small issues grow into large problems and frustrated employees.  With the help of top management, issues can be solved quickly, injuries prevented and morale strengthened.

Kihei Monsanto

Emeritus

General Industry Large Employer

Maui has been in operation since 1968, with farms totaling 1,200 acres. It has eight separate programs.  The site was awarded the VPP star in April 2006.

Our employee base is unique.  Most of our 400 field workers are immigrants from the Philippines. We ensure safety training/signage is bilingual and written training materials are presented in English and Ilocano.

The management team establishes site specific goals yearly.  The goal this year are Improving the Job Safety Analysis and Behavioral Based Safety observations.

Management has ensured ESH TEAM has adequate training and resources.  They attend Safety Technician trainings, are active in regional and national VPPPA and also trained as SGE’s,.  They are also members of the Maui Safety Association.

The site has created Off the Job Safety Committee. The Committee chooses a different topic each quarter.  The first quarter focused on fire safety.

A Near Miss/Hazard Reporting/Safety Suggestion program that produces an average of 5 – 15 suggestions monthly are also in place.  Each is reviewed by the Safety Committee; one is randomly picked to receive a $100 gift card.

Employees are also involved in the Driver’s Safety program.  Peer reviews of employees on their driving skills and behind the wheel training are required for all drivers.  The site also performs monthly unannounced seat belt checks.

Our site continues its comprehensive Contractor pre-qualification process, including an application the contractor submits before contracts are signed.

We developed programs for reducing hand injuries and slips/trips/falls. The high top footwear program is expected to decrease slip/fall injuries.

Monsanto is excited to work with other companies to share best practices to increase Hawaii’s safety awareness and bring more companies into the SHARP/VPP programs.

Covanta Energy/H-Power

First Place

General Industry Small Employer

At Covanta Energy/HPOWER, safety is viewed as a core value, rather than an operational priority which changes as other issues arise. The key challenge to providing a safe work environment at Covanta/HPOWER is getting the entire management team to take ownership of safety. Management’s responsibilities include creating a safety consciousness in all employees and providing the mechanisms that allow and expedite safety as a core value. This includes a dynamic evolution of the program. All employees have the authority to stop work to mitigate an unsafe act or condition. Along with this authority, all employees are accountable for safety.

Support by top management is a key factor in establishing and maintaining safety as a core value as demonstrated by the first statement in Covanta’s ‘Total Health and Safety Policy’. Nothing is more important than health and safety…Not production, not throughput, not profits.

One of the primary tools used to develop the safety consciousness at various levels is the Continuous Improvement Program for Safety. This program involves daily job/task analyses conducted by hourly employees reviewing work outside of their own departments. Reviewers (employees) are expected to note both good and bad practices and actions. Reviewers (employees) also complete at least one near miss/safety communication report each day (leading indicators). The results of both are discussed and analyzed at daily management meetings and compiled and posted at least weekly for all employees to read. Important topics are tailgated and all work orders are tracked to completion.

At Covanta Energy/H-POWER, treating safety as a core value, supported by active management involvement and commitment; employee consciousness, and utilization of leading indicators has made a significant difference in reducing the number and severity of accidents. The Continuous Improvement Program for Safety is a part of the structural base of an action program that is a continuously and progressively evolving process.

Dick Pacific Construction

Emeritus

Construction Large Employer

Dick Pacific Construction believes in measuring activities and results.  We seek to determine how our employees are achieving zero incidents.  We do not want to have “Safety by Accident”.

Measure Activities

Cultural Assessment is used to evaluate the cultural success or challenge related to a particular project and as judging the project leaders annual performance in safety.

Program Assessments based off key performance drivers are used to determine if our project leaders are implementing the program as designed.

Cultural surveys are used to question employees about the program’s effectiveness, perception of management’s involvement and the changes necessary to improve the program and used for our target emphasis.

The Foreman Accountability and Recognition Program is used quarterly to grade foremen on key safety performance drivers by using a scorecard.  Foremen receive corporate recognition through an incentive program and those struggling to meet expectations are mentored to grow and achieve safety excellence.

Trade Employee incentive program using a point system for key safety performance drivers.  Employees are measured by their active involvement or lack of involvement in the safety program.

Analyses of daily inspection reports are compiled through a database determining trends and training needs on a monthly basis.

Commitment through Partnership

We believe that creating and maintaining a safety culture takes time and commitment to working together. We have dedicated our resources and aligned our priorities to ensure everyone involved in our projects have a safe and healthy work environment. We have established partnerships with OSHA throughout the country by achieving VPP Star and Merit status on numerous projects. Partnering with our workers, business partners and regulatory agencies is important to us on an ethical and business level.

Kiewit Building Group

First Place

Construction Small Employer

Peter Kiewit once said, “The amount of work that anyone can do is limited; the results he or she may achieve by selecting individuals of ability and energizing them is almost unlimited.”

Kiewit is successful because our people have the ability and desire to build exciting and challenging projects. Kiewit people possess a drive to excel and a willingness to take on new and unique responsibilities. We have initiative. We explore innovative ideas. We seek better solutions. We are enthusiastic, hardworking and committed to quality and excellence.

Safety has been a core value and a part of our culture for decades. Kiewit is committed to the highest standards of safety performance possible consistent with sound construction practices. An organized and effective safety program is developed for each location. We recognize the achievements of those who directly supervise projects with outstanding safety records. Providing a safe work environment is a priority and adherence to safety policies is a condition of employment.

Our safety philosophy has been instrumental in our success as a general contractor worldwide.  With extensive training and commitment from every person who works for Kiewit, our employees have “ownership” of the program.  Our primary focus is based on getting every person home safely each day.  We view our workers as extended family and these bonds are reinforced through activities beyond work.  Attention on positive behaviors reaps positive results. We recognize and reward workers who not only reach safety milestones but often give out spontaneous rewards to those workers observed being safe and doing a good job.  Safety ideas are boundless if workers are given opportunities to provide input regarding situations that can impact them directly.  Our motto, “Think! Safety Begins with Me” reflects this important value.

Healthy’s Inc.

Honorable Mention

General Industry Medium Employer

Down to Earth is a unique and very special company, being the only all-vegetarian natural foods store in Hawaii and one of only a few in the nation.

Our company values are the heart of our culture and give direction to team member behavior, choices, and decisions.  Safety Always is a team member value and a condition of employment.  All team members are held accountable for safety; therefore they have the authority to mitigate an unsafe act or condition.

We have implemented the following safety processes:

Safety Orientations- New team members receive a comprehensive safety orientation before they begin including safety policy, hazard identification, safety videos and a store safety walk with a manager. By conducting a safety walk through and reviewing specific safety rules, managers explain expectations and responsibilities. This also gives new team members the opportunity to ask questions.

Training- Mandatory monthly safety trainings for all team members. Focus topics are discussed and team members complete a quiz at the end of the training.  Managers are trained initially on conducting accident/ incident investigations and then annually. Managers and safety council members are trained in CPR/First Aid.

Monthly Store Safety Council Meetings- Consist of representatives from each store department to ensure every department has representation voicing their safety and health concerns.

Stretching Program- All team members do the “Down to Earth Stretching Program” which takes approximately 7 to 10 minutes.

Scheduled Safety Inspections- Safety council members do daily safety inspections of their store. The forms are kept and reviewed by the Store Manager. The Safety Manager reviews each store’s safety inspections weekly and also conducts quarterly safety inspections.

Safety Equipment in Use- Managers ensure team members have the proper personal protective equipment to complete their jobs safely. This includes whizzard gloves, back belts, slip resistant shoes etc..

First Insurance Company

Second Place

General Industry Medium Employer

First Insurance Company of Hawaii, Ltd. (FICOH) is a full-service property and casualty insurance company that employs over 300 employees.

Since 2005, FICOH has reduced recordable injuries by 86% and lost workdays by 77%.  Key enhancements that have significantly contributed to our workplace safety include the following:

Allen Uyeda, President/CEO, provides support and financial resources for safety initiatives and equipment upgrades in addition to personally endorsing our formal safety and health program.

Obtaining SHARP status in 2006, the Company solidified it’s commitment to safety in the workplace by involving all employees.  Participation in the program has brought the company to a higher level of workplace safety.  Not only did the process help to identify workplace hazards, but it also helped us find ways to eliminate and prevent these hazards through no-cost professional advice from HIOSH’s Consultation Branch.

Management commitment is evidenced by the department managers who are active Safety Committee members.

New hires are oriented about safety in the workplace, with an emphasis on ergonomics and general office safety.  All new hires are also provided with an ergonomics checklist which is then turned in to the Risk Control department.  If a new hire identifies any modifications to their work space, a Risk Control consultant will conduct an evaluation and make recommendations.  On occasion these recommendations have included a new office chair, monitor adjustments and re-installation of keyboard trays.

Having addressed workplace safety deficiencies and establishing incident rate comparisons, the Company is being proactive by monitoring leading indicators such as safety activities and associate behavior relative to prevention efforts.

Articles created by the Safety Committee are included in FICOH’s semi-monthly on-line newsletter, Holomua.  Articles address a number of safety issues including driver safety, ergonomics and proper lifting techniques.

Goodfellow Bros., Inc.

Honorable Mention

Construction Large Employer

Goodfellow Bros., Inc.(GBI) is a family owned company that has been in business since 1921, and has been in Hawaii since 1972.  Some of the elements of the GBI safety program that have been fundamental to their success include:

Safety Awareness:  This starts with management understanding the value that a safe, productive environment can bring the organization.  This means leading by example and setting the tone by expecting supervision to be accountable for the safety results on their projects.  From planning safety into the bids, to huddles with the crews to discuss the concerns and needs for the day; the awareness of every level of employee and the action they take to positively promote a safety culture is a key to our programs success.

Training:  We conduct at minimum 15 hours of safety training with all our employees covering a range of topics from trenching & excavation to CPR & first aid.  GBI looks at all forms of training as a visible reinforcement to the commitment of the safety of our workers.

Return to Work:  While our primary focus is on preventing accidents through pre-planning, training, frequent and regular site inspections and good communication we also need to manage our risk when a failure occurs.  We work closely with local physicians and our insurance agency to make sure that any claims are handled with professionalism, compassion and precision.

Continuous Improvement:  While we work hard every day to implement our program with excellence and consistency, we also know that we must be in a state of continuous improvement. We think continuous growth and re-evaluation of our program is important to our success and keeping our policies and procedures relevant to our work and in line with industry best practices.  Goodfellow’s success in business and safety can be attributed to the core values promoted by its management team.

Hawaii Planing Mill, Ltd.

First Place

General Industry Medium Employer

Our employees are our most important asset and it is important that we provide a safe working environment for them and our customers.  By working in a safe and productive environment, we ensure our employees maintain their quality of life and our customers have an enjoyable shopping experience.

Annual safety goals are established for injury reduction, training, lost time and other key metrics.  Programs are developed to ensure that targets are met.  Some programs such as our safety incentive plan have been carried over for years.  The Plan is based on a department going incident free for a quarter, making the incentive team based with each member watching out for one another.

We believe that all Associates are responsible for safety and should take ownership.  This is especially important as we are an ESOP company.  All Associates have line-stop authority to address safety concerns, an open door policy encourages Associates to report unsafe conditions or acts without the fear of retaliation.

We actively use our company intranet and web-based programs to support our initiatives.  Quickbase has been a tool we utilize to store audit programs, report audit results, show our workers’ compensation claims status and history and report training results.

Each newly hired Associate attends mandatory Safety Orientation Training, Site-Specific Training and learns the Company’s safety policies and procedures.

The 10 Essentials of OSHA Compliance guidelines are utilized in the Audit Management System which documents and rates each branch’s safety and health issues. An Audit Mandate is sent to the respective branch to remedy any discrepancies. The Executive Committee and Board of Directors consider these audits a high priority.

HPM Building Supply achieved a 55% reduction in claims last year and started this year’s first quarter with 87.5% fewer claims. This translates to a more productive workforce and lower overall costs.

In our efforts to share best practices, here are the 2006 award recipients their good words

~ A little history ~
- and some great take aways -

The ASSE Hawaii Chapter and HIOSH are proud of our 2006 Excellence in Safety Award recipients and recognized them for their safety and health program achievements at the 9^th Biennial Governors Pacific Rim Safety & Health Conference awards banquet on May 11, 2006.

Walker-Moody Construction Co., Ltd.

Construction Small Employer

We at Walker-Moody Construction Co., Ltd. ( WMC ) believe in the old adage, “what’s good for the goose is good for the gander”.  We believe that a culture of safety in the workplace must come from the top down.  That’s why it’s so important that management carry the flag of safety at all times.  Whether casually inspecting a job site, or actively engaged in problem solving “down in the trenches”, management must always adhere to company-safety policies by donning proper personal protective equipment ( PPE ) and observing all other safety regulations as applicable to the situation.  It’s the little things that count really.  How can management require its employees to wear hard hats, safety vests, ear and eye protection, and the like if they can’t do it themselves.  Management sets the stage for a culture of safety from the top down, field personnel are the real players working from the bottom up meeting management in the middle.  Field employees play a paramount role in WMC ’s safety program.

Onipaa:  This informal company slogan found on our tee shirts and truck logos means “working together”.  As a company with only about 15 current field employees it’s easy for field personnel to get well acquainted with each other.  These professional relationships lead to interpersonal trust and camaraderie.  What it boils down to is having employees that are well trained in safety and in their respective trades and who are willing to continue that training throughout their work lives.  We often remind our employees that they: make a good wage; are part of an honorable profession; work hard; and have loved ones away from work that are counting on them to return home each day in one piece.  Most of us work so we can afford to do things with the people we love and care about.  Staying safe on the job lets our employees do just that.

Hirota Painting Co., Inc.

Construction Small Employer

The pursuit of work on federal projects meant scaling the high safety expectations posed by the U.S. Army Corps of Engineers Safety and Health Requirement Manual.  Herbert Hirota decided to take this direction in the best interests of his employees and company.  For a small company of 25 employees, dealing with the complexities of safety paperwork and training would appear to be insurmountable, but they had the wisdom to seek help from those with experience.

The company recruited two of their partners in business to help them.  Their insurance agent, King and Neel, Inc., helped them in the development of their safety plan and advised them in the complex safety issues that confronted them.  From the International Union of Painters and Allied Trades, they received the training resources to keep their employees updated on the latest applicable safety trends.  These programs spawned a new level of employee safety consciousness.  Working under auspices of government and general contractor safety professionals further reinforced a culture that places safety first.

Safety is a company wide attitude.  Find a good method of working safely and efficiently, and be consistent in using these methods on all your projects.  Be proactive and be prepared to take corrective steps, it’s cheaper in the long run.

The Company’s record shows zero OSHA-reportable injuries in two of the past four years.  Mr. Hirota embraces the challenge of incorporating new employees into the company’s aegis as they strive for more zero-injury years.

Master Sheet Metal, Inc.

Construction Small Employer

We try to show our employees that we care for each of them and their families.  Our employees make the company.  Our company is family owned and operated.  Every employee is a member of our second family.  We understand they spend almost as much time here with us as they do their own family.  Each employee is a valuable member of the company.  Each person is not just a number, but an individual.  We respect and value each of their opinions.

We promise to them to continue working at trying to be the best company to work for.  We try to make safety a “personal” thing.  Each individual has to feel that safety is important to them and their family.

We have shown we care by spending for new safety equipment, providing training and having an incentive program which rewards for safe working behavior.  Workers who feel that a company genuinely cares for them and is not taking advantage of them will not file false workers compensation claims or stay out longer than required.  They do not have the attitude that “I deserve this” or “I’m owed this”.

In addition, we try to convey to our employees an understanding of their role in preventing injuries.  Working safely has a direct effect on the bottom line.  Money spent on workers’ compensation claims means less money spent on other things important to them such as company sponsored golf and bowling tournaments, new and better equipment to help make their jobs easier, gifts and safety awards.

Nordic Construction, Ltd.

Construction Medium Employer

Our safety program is successful because of our employees.  As a company we can emphasize the importance of safety but, if people are not willing to participate, the program would not work.  The following best practices have also helped us to achieve continued success in safety:

Safety Orientations - The first step is to make all employees aware of company safety policies.  It would be difficult for anyone to participate in a program they didn’t know much about.  By conducting safety orientations and reviewing the company safety program with employees you let them know what is expected of them and what their responsibilities are.   This also gives them the opportunity to ask questions and makes the safety department seem more accessible.  Involve employees by allowing them to present parts of the orientation to others. 

Training - Education in various safety and health topics are also very important.  Conducting initial safety orientations is not enough.  Reinforce the information presented in the orientation by providing periodic training sessions.  Let employees know you are willing to provide them with the tools they need to be safe.

Planning - Knowing what should happen, what’s going to happen and how it should happen is important to completing a project safely.  Conduct daily “huddles” to discuss the day’s activities, review what happened previously and remind everyone of the importance of working safely at all times.  Hold pre-activity meetings for the “major” or extraordinary processes such as tilt-up, tower crane set up, large concrete pours, etc.  This is the time to ensure that each person knows what he/she is expected to do.  Do not assume that people understand what’s going on ask them questions to make sure they know.

Documentation - Keep records of everything mentioned above.  You will definitely need it at some point.

Allan Shintani, Inc.

Construction Medium Employer

What is most significant and telling in their commitment to safety at Alan Shintani, Inc. is that their President also has the title of Safety Director.  Not many, if any other, construction company can say that. In addition to a safety director, they have a safety manager and safety officer. They have also increased their staff to 12 Safety Trained Supervisors ( STS ) and 1 Construction Health & Safety Technician ( CHST ).

Alan Shintani, Inc. employees are very involved in the safety process. They are asked to help develop all the accident hazard analysis for each definable feature of their work. Front-line workers, in addition to their STS ’s and safety officer, conduct their weekly safety inspections. They have regular “Safety Talks” to create awareness for the job task at hand.

When it comes to eliminating or reducing hazards, engineering controls are their first choice for mitigating hazards.  Personal protective equipment is always the last line of defense.

Each accident or near-miss is reviewed and analyzed for root cause and solution. Each employee is asked what he or she could have done differently to prevent the accident and after an injury, they have “Safety Stand Down” to discuss the incident.

Alan Shintani, Inc. urges all employers to stop viewing safety as an “expense” and view it as an investment.  They truly believe their safety record is their edge in getting bids and contracts.  They have lower insurance cost, which in turn translates to lower overall cost, which they can past on to the project owners that they work on.

Dick Pacific Construction

Construction Large Employer

The most important thing working for Dick Pacific is measuring pro-activity versus failure.  Organizations usually get bogged down in reviewing incidence rates or injury trends instead of what they are doing or what they can do to improve.  The use of leading indicators to determine what is and not working are very important.

Pro-activity is measured by setting performance standards and ensuring its implementation.  At Dick Pacific, these performance standards are measured by conducting several in-depth jobsite audits using the OSHA form 33 and an internal performance assessment document, the results of which are discussed monthly with our Executive Management Team.

The surveys are then compiled using metrics to determine emphasis or areas for improvements.  Surveys are used to question employees about the program’s effectiveness, perception of management’s involvement and the changes necessary to improve the program.

These surveys are measured to determine trends and areas of emphasis.  Analyses of daily inspection reports are compiled through a database to determine trends and training needs on a monthly basis.

All of these measurements are done pre-incident and have worked to lower our numbers significantly from previous years.  These are also done along with failure measurements (post incident) to provide a more scientific or quantitative measurement of our program and its effectiveness.

At Dick Pacific we are constantly seeking to improve from the status quo.

KD Construction, Inc.

Construction Large Employer

KD Construction has made a profound commitment to working safely.  They have gone beyond making safety a value and have adopted safety as a way of life.  KD was among the first companies in Hawaii to achieve SHARP status.  Their success is evident when you see the declining accident rates and insurance costs, but perhaps the best evidence is the loyalty and long tenure of their employees.  They like working where they feel safe.

There are many reasons for KD’s success and they are willing to recommend those ideas to others who are seeking similar results.  There are three “recommendations” of note.

The company president takes an active role in KD’s safety program.  He is personally involved and sets the example, but his greatest contribution is ensuring the company commits the personal and monetary resources necessary for a successful safety program.  Part of this commitment includes a dedicated full-time safety director and an in-house trainer.

KD actively manages workers’ compensation cases.   This effort has a couple of major benefits for the company.  Employees are convinced the company cares about them and want to stay at KD.  The second benefit is a reduction in the costs of workers’ compensation insurance.  In the short term, the costs of individual cases have been reduced.  In the longer term, their insurance rates have gone down.

KD has a company website that encourages extensive communication throughout the company.  All employees can use the site to send and receive information about all facets of their jobs, including the safety program.  Use of the website enhances the quick dissemination of critical information to employees at all of the dispersed job sites.  Problems and hazards identified at one site can be noted and handled at all of the others within minutes or hours rather than days or weeks.

Covanta Energy/H-Power

General Industry Medium Employer

At Covanta Energy/H-Power, safety is viewed as a core value of the workplace, rather than an operational priority which can change as other issues arise. The key challenge to providing a safe work environment at Covanta/H-Power is getting the entire management team to take ownership of safety.  Management’s responsibilities include creating a safety consciousness in all employees and providing the mechanisms that allow and expedite safety as a core value.  This includes a dynamic evolution of the program. All employees have the authority to stop work to mitigate an unsafe act or condition. Along with this authority, all employees are accountable for safety.

Support by top management is a key factor in establishing and maintaining safety as a core value is demonstrated by the philosophy of “Take ownership of this value or take your service elsewhere.”

One of the primary tools used to develop the safety consciousness at various levels is the “Focus on Safety” program. This program involves daily job/task analyses conducted by hourly employees reviewing work outside of their own departments. Reviewers (employees) are expected to note both good and bad practices and actions. The results are discussed and analyzed at daily management meetings and compiled and posted at least weekly for all employees to read.

At Covanta Energy/H-Power, treating safety as a core value, supported by active management involvement and commitment; and employee consciousness, has made a significant difference in reducing the number and severity of accidents. “Focus on Safety” is a structural base part of an action program that is a continuously & progressively evolving process.

Pacific Shipyard International
(NISMO Division)

General Industry Medium Employer

Hazardous materials, heavy equipment and cramped working conditions are a way of life for the employees of Pacific Shipyards International’s NAVSEA Inactive Ships On-Site Maintenance Office (NISMO) Division. The implementation of a safety program nicknamed “An Extra Pair of Eyes” has helped employees at the marine industrial maintenance contractor face these challenges and achieve a perfect safety record.

The safety program utilizes statistical information, detailed task analysis and basic behavioral science concepts to develop safety protocols and run simulations before employees attempt a task. New staff members are paired with more experienced workers, and thorough training and mentoring facilitate the learning of, and adherence to, safety protocols.

Because safety is NISMO’s primary concern, work teams always include an extra person whose sole responsibility is to monitor safety — the extra pair of eyes. This supervision is provided as an assistive device to protect NISMO employees rather than as a means of monitoring performance and ensuring production. The presence of a co-worker looking out for a colleague’s well-being adds a level of emotional safety as well, reinforcing the value NISMO places on its employees.

With the program now more than five years old, NISMO employees accumulated more than 750,000 work hours without a lost-time accident. Absenteeism has also decreased, while profits have soared. This visionary program is keeping the organization and its employees focused on the benefits of workplace safety.

Reprinted with permission from the American Psychological Association ( APA ) Practice Directorate

E-Noa Corporation

General Industry Medium Employer

E NOA CORPORATION has made many enhancements to their safety programs over the past four years, resulting in an 85% reduction of worker injury rates, and a 64% reduction in commercial automobile accident rates.  Our key challenge was “creating awareness and changing attitudes.”  This was brought about by strong top management commitment, and utilization of basic loss control techniques.  The best practices in our success have been the following:

·      A strong commitment to change our corporate safety culture that began with our President, was embraced and “bought into” by all levels of workers, and stressed active involvement of all managers and supervisors in the loss control process.

·      Utilization of all available, no-cost safety management resources that included HIOSH, and their SHARP program, the HIOSH HVPP program, and our insurer and insurance broker, loss control services.

·      Establishment of a management safety accountability process that defines, measures, and rewards attainment of measurable loss reduction activities and goals.

·      Creating and utilizing benchmarks to accurately measure our loss reduction results, as opposed to actual annual frequency and severity numbers.

·      Rewarding management for attainment of loss reduction activity goals, and rewarding employees through a semi-annual employee incentive award program for meeting and exceeding loss reduction goals.

·      To increase employee safety awareness, we trained everyone on how to conduct a job hazard analysis, and then had each worker conduct an analysis of his or her own job tasks.

·      To increase employee safety awareness, we rotate the task of conducting weekly department safety inspections, between employees and supervisors.

Weyerhaeuser

General Industry Medium Employer

Weyerhaeuser is the model for manufacturing safety and wellness.  Not only do they actively demonstrate a commitment to safety from the Top, they incorporate programs that enhance their safety process.  The Company believes that Visible Leadership starts with recognizing and communicating safety as their top priority. Each week, each shift, each meeting and everything they do starts with a focus on safety. Management has set the foundation to a solid safety process.

 “Employee involvement is the cornerstone to an effective safety process”.  According to Robert Cundiff, General Manager, Employees at Weyerhaeuser are truly engaged in safety and are expected to participate in safety on a daily basis. They accomplish this through numerous programs--most notably each employee has line-stop authority to stop production and address a safety concern. The core Safety Committee consists of representatives from each functional department and shift to ensure every group of employees have a voice and responsibility in safety.

Top level management is dedicated to providing direct line Supervisors with the training and tools needed to ensure that they "walk the talk" and do not send mixed or inappropriate messages through our actions.  As Mr. Cundiff states “A Strategic Foundation that includes safety and creating a safe work environment, documented Safety Policy, documented Safety Rules, documented Safety Expectations, an Annual Safety Action Plan (goals and objectives), Behavior-based Safety Programs (such as STOP and RADAR), Safety Committee, weekly/monthly safety training, stretch and flex program, management monitoring compliance through safety observation audits and a recognition program to facilitate good safety habits”.

Thanks Weyerhaeuser for being the example of excellent safety management!

Hawaiian Electric Company, Inc.

General Industry Large Employer

Safe work practices and procedures are constantly being communicated to workers through daily and monthly safety meetings.  All industrial accidents involving lost time or medical attention are investigated to determine root cause and to implement either engineering, administrative or physical controls to prevent reoccurence.  Findings are passed on to all work groups as soon as possible to ensure that others learn from the experience of others.  Work procedures are reviewed and updated by cross-functional teams as well as the Standards Division to ensure that work is performed efficiently and safety.  Changes in tools and technology is also researched to enhance and improve work procedures.

Employee safety training is conducted on a monthly basis and is required of all trades and crafts employees who are exposed to hazards on the job.  The Corporate Safety Division is charged to conduct, manage, and audit the safety and health training program of the Company.  Our Internal Audit Department audits the Corporate Safety Division to ensure that proper controls are in place to ensure that the required training is being provided to all employees whose jobs required it.  Technical training is usually provided by the department/division and is conducted, managed and monitored by trainers and supervisors within the department/division.

HECO has adopted the philosophy that education and constant communication is the key to changing the culture of the Company.  Annual Safety Kick-off meetings are held for the entire Company to publicize safety goals and targets, as well as to communicate changes in laws and regulations.  HECO is extremely fortunate that it has the full support of Company management and the Union to create and maintain a culture where safety and health is the highest priority.

Hawaii Prince Hotel Waikiki and Golf Club

General Industry Large Employer

The Hawaii Prince is committed to creating, and developing innovative employee recognition and awards programs that have a powerful impact.  "Journey to Lokomaika'i", a comprehensive, health and safety incentive program, engages all employees in our efforts to maintain a safe and healthful workplace.  The primary objective is to establish a behavior-based safety and health culture.

The Company offers a wide range of programs for employees and their families to allow for individual interests.  Awareness programs are constantly revised to keep ideas fresh and immediate recognition for positive contributions are awarded.  Managers are personally accountable for promoting programs and report their efforts at weekly operations meetings.  The Company has worked with media (television) to promote our programs and once employees see that the community is interested, a new appreciation of efforts results.

The success of our programs have resulted from the overall goal of ensuring that employees know and believe that the Company cares about their health and safety.  We did not initially focus on the bottom-line financial impact, knowing that once the "culture" was changed, the desired results would follow; which has happened, exceeding our expectations.  It is recommended that organizations not get caught up with the costs to implement a program (the amount was minimal) or extensive studies and assessments.  Messages are very clear about individual accountability and the need for all to take part in the success of the operation, their future. We have found that "canned" programs are not inclusive and does not grab the attention of the staff.  The idea is to know your people, their needs, and then launch a program with the willingness to modify programs to suit the needs of the staff and organization.

Kaiser Permanente

General Industry Large Employer

1) Set improvement objectives, measure performance and tracking.  Example, reduce injuries by 15% and focus investments and efforts towards the high cost/risk trends.  Specific example---purchasing patient left equipment and implementing a dedicated Lift Team whose primary duties and job description is patient handling.

2) Annual reporting of TOP 10 findings from facility rounds and inspections to the safety committee and top management.

3) Create a safety culture by empowering staff through implementation of a Rapid Engagement and Achievement (REACH) program and Systems of Safety (SOS).  High risk departments are identified; 4-5 core staff members are designated to lead their departments in this effort and in this program.  Key staff members receive two days of focused training off premises on the scope and purpose of SOS & REACH programs and their roles and responsibilities.  The program focuses on hazard/risk recognition and elimination and control.

4) Kaiser developed a "Contractor Safety Management Program" requiring General Contractors working on Kaiser Construction Projects to obtain the ASHE Healthcare certification and training.  This training educates general contractors on the importance of safety issues, impacts from construction activities in a health care setting and infection control requirements.

5) Kaiser conducts "Pre-construction Risk Assessments" for construction activities in a health care setting.  Using a multidisciplinary team approach they review plans and activities prior to construction addressing multiple concerns to staff and patients which includes noise, dust, infection control, air quality, vibration, emergency procedures, utility disruptions, and Interim Life Safety Measures.

Monsanto Maui

General Industry Large Employer

Monsanto Maui has been in operation since 1968, consisting of five farms totaling 1,200 acres. It has eight separate research programs and production activities. Their employees reflect the cultural diversity of Hawaii . Over 400 people work at the site, most from the Philippines .

Preparation for VPP Star began in 2002. They reviewed all incidents and inspection results to analyze trends. Programs implemented: insect sting prevention, hand safety/knife use and driver safety (classroom and behind the wheel). VPP Star has unified the multifunctional site to work as one team.

The OSHA auditors found their best practices are:

·        Safety is a value, not a program. It is brought home to families, friends and the whole community, enabling them to become an industry leader in safety in the agricultural sector and general industry.

·        Establishing a process for selection of agricultural hand tools, reducing the number of hand cuts by reducing knife use.

·        Great housekeeping establishes a sense of pride for their work sites.

·        Respect for employee input: they have a process for employees to make requests for capital purchases.

·        Employees feel that management is easy to approach and truly concerned for their well-being.

·        Full-time employees became experts in one safety module of the safety management system annually.

Monsanto gives new hires a comprehensive safety orientation before they begin work, followed with a documented job observation in their first week.

Monsanto is excited to work with other companies in HI to reduce injuries. They believe that sharing best practices is important to increase Hawaii ’s safety awareness and bring more companies into the SHARP and VPP programs.

Aloha and good luck in your efforts to achieve excellence in safety 

Contact Clayton (Awards Chair)