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2014 CEOs Who 'Get It'

The National Safety Council recognizes 10 leaders who demonstrate a personal commitment to worker safety and health

February 1, 2014
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Read about the 2015 CEOs Who "Get It"

The National Safety Council introduces the 2014 CEOs Who “Get It,” an annual recognition of leaders who demonstrate a personal commitment to world-class safety.

According to Jim Johnson, vice president of workplace safety initiatives at NSC, these leaders have instilled within their organizations the four pillars of the Journey to Safety Excellence: leadership and engagement, safety management systems, continuous risk reduction, and performance measurement. “The Council is honored to recognize such strong examples of safety leadership in this year’s group of CEOs Who ‘Get It,’” Johnson said. “We hope other leaders follow suit with a steadfast dedication to the Journey.”

On the following pages, read Q&As with 10 leaders who share how they have overcome obstacles to safety in the workplace, how they became leaders who understand the importance of worker safety, how they instill that value in their employees, and more.

Does your CEO 'get it'?

The National Safety Council looks to recognize leaders whose actions demonstrate a personal commitment to worker safety and health. It doesn't matter if your organization has 50 employees or 50,000. If you believe your CEO should be recognized, submit a form telling us why.

  • Patrick GallagherPatrick Gallagher

    Under Secretary of Commerce for Standards and Technology and NIST Director, The National Institute of Standards and Technology
  • Thomas F. Gilbane Jr.Thomas F. Gilbane Jr.

    Chairman and CEO, Gilbane Inc.
  • Paul W. HanleyPaul W. Hanley

    Deputy Assistant Secretary of the Navy for Safety, Department of the Navy
  • Terry M. KasnaviaTerry M. Kasnavia

    President and CEO, PIKA International Inc.
  • Craig L. MartinCraig L. Martin

    President and CEO, Jacobs
  • Rick MedlinRick Medlin

    President and CEO, Fruit of the Loom Inc.
  • Bill MonetBill Monet

    President and CEO, Akima LLC
  • William W. RencheckMichael W. Rencheck

    President and CEO, AREVA Inc.
  • Elane StockElane Stock

    President, Kimberly-Clark Professional, a business sector of the Kimberly-Clark Corp.
  • Dwayne A. WilsonDwayne A. Wilson

    President and CEO, Savannah River Nuclear Solutions

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    Patrick Gallagher

    Under Secretary of Commerce for Standards and Technology and NIST Director
    The National Institute of Standards and Technology


    • Issued National Institute of Standards and Technology’s first formal safety and health policy statement
    • More than doubled the budget of the NIST corporate safety organization
    • Single-handedly convened, designed and led regular one- and two-day safety summits of NIST’s senior leaders to develop a shared vision for safety

    Why is safety a core value at your organization?

    Safety is a core value because our mission is enabled by the talent and hard work of our employees and associates. There is no better way to repay their service than to do everything we can to ensure that they don’t get hurt doing their jobs.

    Describe your journey to becoming a CEO who understands the importance of worker safety.

    My journey began by working in a safety-conscious, regulated environment – a reactor-based program doing materials science. Certainly, early on it was about avoiding accidents. Later, my thinking evolved in many ways. Safety management is about much more than avoiding accidents. It is an approach to work that is thoughtful, seeks to constantly improve and ultimately has much broader impacts. Safety also is powerful because it engages everyone in the organization. You can’t outsource it. It has to belong to and be driven by everyone: the leaders, the staff, our collaborators, even our visitors. As a result, a safe organization tends to be a well-run organization. That is not an accident.

    What is the biggest obstacle to safety at your organization, and how do you work to overcome it?

    I think our biggest challenge is focus. There is simply a lot to do to build a safety culture. We had to educate ourselves; rebuild our safety management programs; reinforce behaviors; and learn how to measure, how to improve and how to collaborate. At times, it felt like the task was too big to tackle. It was important to strike the right balance between creating a sense of urgency and allowing the organization to learn and grow. The most helpful realization is that this is about a long journey, not a sprint. That helps because you can focus on new skills and new activities and know that they will be the building blocks for other improvements to come.

    How do you instill a sense of safety in employees on an ongoing basis?

    We think of safety as how we perform our mission work (“safety as an adverb”). At NIST, we really enjoy our mission. For many, it is a passion and a privilege to work at a place like this. By making safety about the way we do our work, and not an “add on,” it becomes much easier to keep that focus. One of our strong values at NIST is excellence – not surprising for a precision measurement science agency. Safety fits well in that value. It’s part of our ethos: We do things right.

    How does your organization measure safety? What are the leading indicators that show you how safe your organization is, and where do you see room for improvement?

    This has been one part of the journey that, frankly, we struggle with constantly. Obviously, there are the standard outcome and incident measures like OSHA recordables. We use these, and they play an important role because they are used so broadly. But they don’t really tell you enough about what’s happening and how you can improve. Those are the precious metrics. Therefore, we work hard to assess attitudes and behaviors. We monitor how well our safety management system works. We have worked very hard to learn from every incident or near miss. We try to get managers to “manage by walking around” and use their observations.

    I think that any continual improvement process like safety depends on good measures, and, equally, can be driven off the right track with poor measures. Perhaps this is in our blood: we are after all a measurement agency! I don’t know that we will ever be completely satisfied with how we measure safety. We do believe that if you can’t measure it, you probably can’t manage it – so this is a core part of our improvement journey.

    As a non-regulatory agency of the U.S. Department of Commerce, NIST promotes U.S. innovation and industrial competitiveness by advancing measurement science, standards and technology in ways that enhance economic security and improve our quality of life. NIST has about 3,000 staff members and hosts about 2,700 associates from academia, industry and other government agencies.

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    Thomas F. Gilbane Jr.

    Chairman and CEO
    Gilbane Inc.


    • Chairs the Gilbane Cares Executive Safety Leadership Team, which meets quarterly to review and discuss company safety performance and direct initiatives
    • Participates in a national CEO safety forum and the Construction Industry Roundtable, in which executives from the country’s largest construction companies meet regularly to share safety best practices and seek opportunities for collaboration
    • Conducts quarterly companywide “brown-bag” employee meetings, during which he presents company safety performance updates

    Why is safety a core value at your organization?

    Gilbane has been a family company for 140 years and we embrace all our employees, subcontractors and anyone else on our project sites or in our offices as a part of our extended family. Even a single injury is one too many.

    Describe your journey to becoming a CEO who understands the importance of worker safety.

    I was raised around the company and worked on some of our projects during high school and college. In construction, the prevailing logic in the business for a long time was that “injuries happen.” But as I became involved with the incident- and injury-free philosophy and saw the results it had produced, I wanted the same results for our team. We call our incident- and injury-free program “Gilbane Cares” and, over the last five years, we’ve achieved dramatic reductions in all kinds of injuries everywhere we do business. Helping bring about this new mindset has been very fulfilling.

    What is the biggest obstacle to safety at your organization, and how do you work to overcome it?

    Teaching everyone we work with that there is a better way, that no risk is an acceptable risk, is our challenge. We believe that everyone in the pool is a lifeguard, and proactively watching out for each other and ourselves is the only way to eliminate accidents. We use sophisticated tools to identify risks and eliminate them before accidents can happen. But most of our progress has come from a simple philosophy of caring, built on getting to know people and reminding them how much is at stake when they take a risk.

    How do you instill a sense of safety in employees on an ongoing basis?

    Every meeting begins with a “Gilbane Cares” moment, and we start our days doing a stretch and flex program. All of our employees want to go home to their families at night. All the workers on our jobs have husbands and wives, mothers and fathers, and sons and daughters who want them to come home safely each and every day. We remind them that safety is always No. 1.

    How does your organization measure safety? What are the leading indicators that show you how safe your organization is, and where do you see room for improvement?

    For many years, keeping track of the number of the recordable and lost-time accidents was the heart of our safety program. We still track those statistics. Our accident rates this year are down 29 percent from 2012, and those numbers were 28 percent lower than the 2011 levels. But while statistics help us measure our progress, caring about people is what matters and it’s what’s driving our progress. We’re very focused on leading indicators that measure the effectiveness of our execution. Over the past couple of years we’ve been concentrating on learning lessons from the way our clients approach safety, and that has driven “Gilbane Cares” even more. There will always be room for improvement in making all operations safer.

    Providence, RI-based Gilbane Inc. is a family-owned and managed real estate development and construction services provider with more than 60 offices that serve clients across the United States and around the world. Gilbane employs 2,485 workers.

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    Paul W. Hanley

    Deputy Assistant Secretary of the Navy for Safety
    Department of the Navy


    • Developing an improved risk management information capability to ensure collection of data from across the enterprise
    • Established and implemented a strategic-level management system
    • Created and delivered a strategic communications plan that will expand partnerships across the Navy, Marine Corps, and with Department of Defense public and private sector partners nationally and internationally

    Why is safety a core value in your department?

    There are three crucial areas in which an effective safety program makes invaluable contributions to the Department of the Navy (DON): war-fighting excellence, our moral obligation to our people and cost avoidance.

    First, the purpose of DON is to defend the national security interests of the United States by keeping the peace, deterring opponents, and fighting and winning if deterrence fails. Accordingly, the Chief of Naval Operations has identified war-fighting readiness as his highest priority. The simple reality is that the safer a military unit is, the more effective it is in battle. When the equipment is properly maintained, when the people are well-trained and well-led, when cohesive teamwork is universal and situational awareness is high – all characteristics of an effective safety program – a military unit is at the peak of its capabilities. And needless to say, when poor safety practice results in damage to our equipment or injury to our people, we are doing the enemy’s job for him.

    Second, our sailors, Marines, and DON civilians are all brave patriots who have volunteered to go in harm’s way – to give their lives if necessary – to defend the values our country holds most dear. We owe a clear moral debt to them to provide the safest possible environment in which to live and work – anything less would be unconscionable.

    Third, we live in times of scarce resources in which every dollar counts. Good safety practices save billions a year in the cost of medical care for injury, training of new personnel and replacement of equipment.

    Describe your journey to becoming someone who understands the importance of worker safety.

    It has been my great privilege to serve on active duty in the U.S. Navy for 24 years and as a civil servant for 12. Most of my experience has been as a spokesman and communicator and, in that capacity, I have been called on to help explain mishaps and disasters to the public. This, in turn, has involved me deeply in examining the circumstances that accompany mishaps, and the suffering that occurs when safety fails.

    At the same time, as a communicator my job has been to reinforce desirable behavior and change undesirable behavior in targeted groups of people: exactly the skill set required to devise, promote and refine an effective safety program. It is as though my entire career has directed me toward this job.

    What is your biggest obstacle to safety, and how do you work to overcome it?

    The key to an effective safety program is the sharing of insight and experience. This requires an effective and expeditious reporting system and a culture of awareness and vigilance. The mishap, hazard and near-miss reporting system in DON, and the analytical process to identify leading indicators from data reported, are outdated. We are working hard on an innovative system called Risk Management Information (RMI) – an IT toolkit that will dramatically modernize our ability to report, collate and analyze safety data – so that we can advance from explaining mishaps to predicting and avoiding them.

    At the same time, there are certain communities in the Navy and Marine Corps that are less inclined to report safety shortcomings than others, owing to a mindset that associates public acknowledgement of mishaps with weakness. Through a long-term, carefully orchestrated communication campaign, we must gradually transform these traditional cultures from stoic self-reliance into enlightened cooperation in addressing safety challenges. RMI will make this transition easier by facilitating the mechanics of reporting, data analysis and sharing of new insights.

    How do you instill a sense of safety on an ongoing basis?

    The keys are leadership, training and communication. Fortunately, this moment in the history of DON boasts the most committed and vigorous leadership in the safety arena ever. Secretary of the Navy Ray Mabus, Assistant Secretary Dennis McGinn, Chief of Naval Operations Admiral Jon Greenert and Commandant of the Marine Corps General James Amos are all totally and irrevocably committed to making DON as safe as is humanly possible. Our task is to ensure this commitment is transferred down through the chain of command to the lowest level, because in any unit, sailors, Marines and civilians can sense how seriously that unit’s leader takes safety, and they respond accordingly.

    We also are committed to the inclusion of safety precepts and policy in the curricula of every level of training and education in the Department, from seamen and privates to admirals and generals. Only by continual reiteration of the importance of safety awareness and practice can we reach the goal of constant, conscious and subconscious vigilance.

    We have a well-established set of communication tools to draw our people’s attention to emergent safety developments, but we can and will do more. We have a new initiative to reach out to the thousands of safety professionals in DON and help create a more integrated and cohesive community with better tools to share and discuss their individual experiences and insights. We also are reaching out to the other services, other governmental agencies that deal regularly with safety issues, the private sector, academia, and our international partners and allies so as to develop a more comprehensive and sophisticated body of safety wisdom.

    How do you measure safety? What are the leading indicators you use, and where do you see room for improvement?

    There are numerous reporting requirements throughout DON that give us an idea of how and why mishaps occur. Whenever mishaps are serious, there is a further requirement for formal review to ascertain the causes. The Navy and Marine Corps both have thorough and reliable systems of periodic inspection that help us keep track of how each unit is doing, including the Naval Safety Center in Norfolk, the offices of the Inspector General and Auditor General, and the Board of Inspection and Survey. We have an initiative in progress that will coordinate the activities of these organizations more closely, so that we have more balanced and frequent insights into the status of safety programs. Once again, the advent of RMI will be very helpful because it will enable the easy reporting and analysis of even the most minor mishaps, as well as safety hazards and near misses. We believe that these often-unreported details may hold great potential for identifying trends and leading indicators. Our aim is to do less explaining and more predicting. Ultimately, of course, the only ethical goal for a safety program has to be Zero: no fatalities, no injuries, no material damage, no mishaps, period. The challenge is how long it will take us to achieve this ambitious goal, but we have ample motivation, because each day that goes by without reaching it is measured in unnecessary war-fighting degradation, avoidable cost to us taxpayers, and the loss and suffering of our magnificent young sailors, Marines, and DON civilians.

    The mission of the Department of the Navy is to maintain, train and equip combat-ready Naval forces capable of winning wars, deterring aggression and maintaining freedom of the seas. The Department of the Navy currently has more than 725,000 employees.

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    Terry M. Kasnavia

    President and CEO
    PIKA International Inc.


    • Implemented a near-miss reporting program
    • Redefined the company’s Job Safety Analysis format from a “check-the-box”-type document to a hazard assessment template requiring leadership and employee interaction
    • Established the “Safety Moment,” in which employees are asked to share a brief safety note before each company meeting, to provide an opportunity for reflection
    • Facilitating the development of an environmental, safety and health employee field handbook

    Why is safety a core value at your organization?

    Safety is about protecting people. Whether our employees, subcontractors, client representatives or the surrounding community, PIKA’s respect and appreciation for people is the driving force behind our aggressive pursuit toward a safe and healthful workplace – making safety a premier core value within PIKA.

    Describe your journey to becoming a CEO who understands the importance of worker safety.

    Throughout the years, PIKA’s employees and their families have been the most instrumental driving force behind my understanding and commitment to safety. When one personalizes the depth of the impacts occurring from an employee injury, and its effects on the family unit, safety takes on a new meaning.

    Speaking on the individual employee level, I have seen friends and family members impacted by injuries. Some experienced a temporary reduction in their quality of life, while others experienced permanent reductions – this too brings depth to the meaning of safety.

    Throughout these various experiences, I have realized that safety is a conscious decision that a company must make; beginning with me, the president and CEO, and extending throughout the organization. Safety must become an integral part of a company’s culture. I realize that I have the pleasure of holding a position that can have a positive impact on the safety of the men and woman within my organization. I have accepted this as one of my primary responsibilities and continue to acknowledge its importance.

    What is the biggest obstacle to safety at your organization, and how do you work to overcome it?

    The biggest obstacle to safety within our organization is the many challenges associated with our ability to assess, manage and develop each person’s individual behavior and outlook toward safety.

    The abstract nature of this obstacle makes it challenging, as it can sometimes be difficult to understand the mindset of each employee, continually staying in touch with their motivations and relating those motivations to safety within the workplace.

    To assist with this endeavor, we continue to develop our site management personnel in understanding the importance of knowing each employee, and in spending the time needed, to fully explain the intent of each hazard control, in keeping the employee safe.

    How do you instill a sense of safety in employees on an ongoing basis?

    Safety at PIKA is a process of continuous improvement and training. Safety is instilled within my senior-level management, to project management and to each employee.

    Key PIKA safety initiatives include:

    • Recognition of safety as our first priority toward the completion of each and every task.
    • Introduction of the “Safety Moment,” which is a brief safety note that is shared before each PIKA meeting. I participate in these “Safety Moments” myself.
    • Providing positive reinforcement of our near-miss reporting program, which utilizes the power of lessons learned to raise awareness to the hazards faced on each project and within the organization as a whole. My philosophy is that the reporting of near misses is a positive team contribution that should be analyzed and openly discussed, to assure that subsequent exposures are identified and controlled accordingly.
    • Reinforcement of positive safety behavior through the employment of the National Safety Council’s employee and team safety recognition program.

    Overall, I find the most effective way to instill safety within our employees is through my personal leadership and that of my senior management staff. We look to represent and support sincere efforts toward the achievement of “Efficiency and Productivity through Safety; A Safe Approach to Task Execution.”

    How does your organization measure safety? What are the leading indicators that show you how safe your organization is, and where do you see room for improvement?

    Ultimately, the real indicator of safety is whether we are keeping our personnel, subcontractors, client representatives and the local community free from harm – there is no level of personnel injury that is acceptable. Environmental considerations should be mentioned as well, as environmental harm also must be guarded against.

    The leading indicators that assist PIKA in measuring safety within our organization include:

    • The active identification and reporting of near misses, involving a thorough assessment and implementation of hazard controls accordingly. This indicator is very important, as it is reflective of a proactive approach to identifying, scrutinizing and subsequently protecting personnel from hazards.
    • Corporate safety audits, by which opportunities for improvement are identified, corrective actions implemented and follow-up inspections conducted; trends are noted and shared among the project sites.
    • Project assessments conducted during each project’s life cycle to examine at what point and from which level safety considerations are voiced. For instance, a project involving the recognition and communication of safety considerations from the proposal phase on through project completion is an indicator of satisfactory safety involvement, whereas a project that engages safety from a reactive standpoint (not considering safety throughout the project life cycle) is an indicator of a team requiring further development.

    PIKA International Inc., based in Stafford, TX, is a multidisciplinary environmental engineering and remediation services firm capable of meeting the often diverse and complex needs of its clients. It offers a spectrum of turnkey investigative and cleanup services with emphasis on environmental consulting and remediation, munitions response including demilitarization, and radiological waste handling including depleted uranium. The company employs 94 workers.

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    Craig L. Martin

    President and CEO


    • Led the company to the best safety performance in its 65-year history in 2012
    • Schedules weekly conference calls with senior management
    • Was one of the first contractors to establish a total ban on cell phone use while driving, including both handheld and hands-free devices. Provides mandatory defensive driver training for all business-related driving activities and offers the training to employees’ families

    Why is safety a core value at your organization?

    Being safe is elemental to everything we do and everything that matters to us. The three core values that shape our conduct around the world balance:

    1. Our relationships with clients
    2. Profitable growth
    3. The people who make us successful

    All three values depend on our ability to run a safe and ethical business. Our BeyondZero® program recognizes this; it goes beyond rules, policies and procedures to promote a genuine Culture of Caring throughout Jacobs. We encourage all Jacobs employees to work safely, take an active role in the safety of those around them, and have the courage to intervene whenever they deem something unsafe. BeyondZero is 24/7 for us: at Jacobs, at client sites, at home, and in our communities. We believe we can profoundly influence the safety of our employees, their friends and families, our communities, and our industry.

    Describe your journey to becoming a CEO who understands the importance of worker safety.

    Safety is important to running a successful business. However, the safety record of our industry was troubling. Moreover, in spite of top quartile performance and a steadily improving safety record at Jacobs, our rapid growth was actually resulting in more injuries, not fewer. So we committed to safety in a new way around 2007. Truly extraordinary safety requires more than an intellectual commitment. It requires an emotional commitment. That is BeyondZero! We give each other permission to care, to look out for one another, and we are each accountable.

    What is the biggest obstacle to safety at your organization, and how do you work to overcome it?

    Getting people to connect emotionally in addition to intellectually is a major challenge. Bad outcomes are rare in our company, so experience is not the best teacher. We try to leverage learnings in ways that connect hearts and minds together. Our recent video “Kate’s Story” is an example of how we try to make this important connection. This is a significant challenge when onboarding groups of new employees as well, especially in cases in which we acquire companies.

    Often, other companies’ approaches are different than ours, so we must work diligently to educate new employees and get them aligned with BeyondZero and all it entails as quickly as possible. We’ve seen that this works best when our leadership is visible and genuinely involved in the effort. A great benefit that can come out of the process of indoctrinating new employees is that it gives us the opportunity to re-evaluate and re-commit ourselves. This helps reduce complacency, which is another common obstacle to safety.

    How do you instill a sense of safety in employees on an ongoing basis?

    Most companies use everyday tactics such as safety moments at the start each meeting, safety observation reports, safe plans of action and the like – we are no different. But more than tactics, we give each other permission to care – establishing an environment in which people are empowered and encouraged to speak up to help prevent incidents and injuries – not just in the office and on the jobsite, but everywhere they go.

    Our leadership strives to instill the value of safety on a personal level, both intellectually and emotionally. We work constantly to reinforce a culture in which employees feel a true sense of caring for one another’s safety and well-being, and are comfortable enough to intervene whenever necessary. We don’t do this nearly as well as we would like, but we are making progress.

    How does your organization measure safety? What are the leading indicators that show you how safe your organization is, and where do you see room for improvement?

    We use lagging indicators to measure performance, as well as leading indicators that drive improved performance. Some of the leading indicators we use include looking at the worst potential severity of incidents, the amount and quality of safety training, use of Safety Observation Reports and Safe Plans of Action, and – perhaps most importantly – assessment of leadership behaviors and culture at each location and across the company. We strive for continuous improvement of our safety performance, regularly assessing our best-in-class sites and engaging in integrated planning to apply what we learn across our organization and beyond. As a company, we are committed to reaching everyone we encounter with our BeyondZero message, because we genuinely care about the safety and well-being of our employees, clients, and all the people they’re connected to around the world.

    Pasadena, CA-based Jacobs is one of the world’s largest and most diverse providers of technical professional services, including all aspects of engineering, architecture, construction, operations and maintenance, as well as scientific and specialty consulting. Jacobs serves a broad range of industrial, commercial and government clients across multiple markets and geographies. Jacobs’ global network includes operations in North and South America, Europe, the Middle East, India, Australia, Africa, and Asia. The company employs 65,000 workers.

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    Rick Medlin

    President and CEO
    Fruit of the Loom Inc.


    • Provided 5,500 hours of safety education to employees in 2012
    • Commissioned third-party factory safety assessments conducted at all locations manufacturing the company’s brands
    • Empowers teams of employees at each operational facility to oversee safety at the ground-floor level, working with the corporate safety team to focus on prevention of unsafe conditions and behaviors and measure compliance with a safety grading system

    Why is safety a core value at your organization?

    Our employees are our most valuable asset, and because we believe that, our commitment is to provide a safe working environment so at the end of the day we arrive safely home to our family and friends. This commitment stems from one of our core values – respect for people. We believe that fundamental to that core value is the necessity of providing all of our employees with a safe work environment.

    Our company engages in various production processes, from purchasing cotton to produce yarn for our underwear and apparel products, to manufacturing gymnastic and sporting goods equipment. Many of those processes carry with them inherent safety risks that must be guarded against. We dedicate substantial resources to education and training for our employees to ensure the safety of the workplace. We also engage our employees directly in safety teams to encourage their direct input into health and safety process improvements.

    Describe your journey to becoming a CEO who understands the importance of worker safety.

    Safety is the beginning of our “Commitment to Excellence”; I have never seen a plant with a good safety process and accident record that was not also performing well in their commitment to cost, quality and service. Our core values start with “Respect for People,” and we believe that respecting people means that we have to create an environment in which they can be successful. “People do not care how much you know until they know how much you care.” We care enough to demand excellence in their commitment to safety. I have believed in and practiced this discipline since I was a line supervisor.

    What is the biggest obstacle to safety at your organization, and how do you work to overcome it?

    We operate manufacturing operations in numerous countries around the world. That obviously brings with it many differences in cultures and practices that have challenged our ability to ensure consistent workplace safety. To overcome that challenge, we have engaged and trained local experts to provide translations of not only policies and programs, but also in our educational material. We have implemented additional employee involvement teams in the past few years to engage and empower personnel in our decision-making practices. These teams have provided several successful process improvements not only in safety but in product development. This progression has revealed to our employees that they do make a difference and their pride and commitment to safety continues to grow.

    How do you instill a sense of safety in employees on an ongoing basis?

    Consistent training and education is the key factor to continuously connect with employees on our safety commitment. Our employees receive instruction and are held accountable for our policies and procedures through annual education, shift start-up meetings, and various safety campaigns. We also produce a monthly safety newsletter containing topics for work and home.

    Typically, I visit our facilities on an annual or biannual basis to attend meetings and functions. During these visits I speak with employees at all levels of our organization, and safety is always a key topic of discussion. I also encourage employees to join our movement by getting involved in their facility teams, and to watch out for themselves and their co-workers.

    We hold quarterly meetings with senior leaders, conferences with facility safety personnel and biannual facility management meetings. All of these meetings include safety successes and adversities. I challenge our leadership team and employees to create new ideas and benchmark with other companies. Risks are present all around us and we need to create solutions each and every day to overcome these risks and obstacles.

    How does your organization measure safety? What are the leading indicators that show you how safe your organization is, and where do you see room for improvement?

    Our company continues to track indicators such as injury and illness rates because these do provide information on potential improvements to our entire course of action. However, our best leading indicator is a detailed program put in place three years ago that measures each facility on its entire safety process.

    The measurement has nine sections for which points are awarded or deducted based on findings by our corporate assessment team. We evaluate compliance with OSHA regulations and our company policies and procedures. This is a balance check to establish enhancement opportunities. Our measurement assessment includes the written programs; written program requirements; education; inspections; required postings; housekeeping and facility evaluation; recordkeeping; and assessment reports. The housekeeping and facility evaluation provides one of the best leading indicators for identifying and correcting methods to prevent incidents and risks. Because safety is an evolving process, improvements can always be accomplished through communication, employee engagement and education, and the measurement tool ensures we are frequently reassessing every facility for constant safety improvement.

    Fruit of the Loom Inc., based in Bowling Green, KY, is a global manufacturer specializing in the design, manufacture and marketing of a number of iconic family apparel, athletic apparel and sporting equipment brands, including Fruit of the Loom®, Vanity Fair®, Spalding® and Russell Athletic®. All of the brands practice the relentless pursuit of better by striving to create innovative apparel and equipment that fits well, feels great and helps make amazing things possible. Fruit of the Loom Inc. actively seeks ways to be best-in-class in social and environmental responsibility in the communities it serves around the world. The company has approximately 32,000 employees worldwide.

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    Bill Monet

    President and CEO
    Akima LLC


    • Created a Group Safety Advocate committee tasked with integrating 28 companies into a single safety management program
    • Implements a strong focus on the frequency and severity of employee injuries, and has high expectations for corrective action plan improvements from an enterprisewide safety perception survey
    • Company is investing in an automated safety management system

    Why is safety a core value at your organization?

    I believe each employee deserves a safe place to work. It’s also important to embrace a corporate safety culture that will extend to our employees’ friends and families. As a Native Alaska-owned company, safety is part of our heritage. Living and working safely has a direct positive impact on the more than 13,000 Iñupiat people of northwest Alaska who own our company, and those strong roots in safety translate directly to the livelihood of our employees.

    Our core safety values put people first. This view is embraced by our leadership and drives our corporate culture. Leadership’s commitment to safety sets the expectations of performance throughout our company to every member of our team. Employees are empowered operationally each day to identify and mitigate workplace hazards. This helps shape safe work behaviors and attitudes. It changes our approach from compliance to commitment each and every day. These core safety values are essential to maintain the highest standards and exceed the expectations of our customers – it’s that simple, and that important.

    Our employees are as diverse as the marketplaces we work, both federal and commercial, across 50 states and internationally. We operate as a high-performance team in site support services, construction, mission systems engineering and technology, and technology products and solutions. We recognize that performing work safely has a direct impact on profitability and survivability. It is essential that we constantly focus on safety as we expand into larger and more complex industries.

    Describe your journey to becoming a CEO who understands the importance of worker safety.

    For the past 30 years of my career, safety has been a key part of each position I have held. The importance of safety and especially safety preparation was never more apparent than when I was working in Saudi Arabia and Baghdad during the height of the Middle East conflict. Safety was the first thing that you thought of – from travel to engaging with locals to carrying out the work we were sent to do. Nothing was more important than the safety of you and your team.

    In my role as CEO, I now look back at my varied experiences and lean on the teachings of my mentors to instill a safety-driven culture in my leadership team and all Akima employees. Ensuring proper training of employees and continual assessment of safety protocols and preparation are important elements of creating a dynamic safety culture. Being self aware, behaving as a team and watching out for your co-worker are the primary goals of our leadership at our more than 290 project sites. These are the most important things we can do each and every day.

    What is the biggest obstacle to safety at your organization, and how do you work to overcome it?

    Employee engagement. Through our 2013 Employee Safety Perception survey, the results showed that employee engagement is by far the biggest obstacle we face. My focus now is on creating fresh, new opportunities to engage employees. Active participation creates buy-in, increases mind-on-task, and reduces complacency and at-risk behavior. Even better are work teams actively participating and watching out for themselves as well as for co-workers.

    We also took this opportunity to look at our family of companies to see what sister companies were successfully utilizing for their safety programs. We found a lot of great initiatives that led us to what we are now implementing today – a behavior-based system called “LIFE” (Looking, Intervening, Facilitating and Eliminating). LIFE changes authority to responsibility – empowering workers and management to observe and promote safe work practices. This happens through innovative approaches to job hazard analyses; essential behavior observations; and active, targeted job interactions.

    LIFE embodies employee participation with direct involvement in task planning and helping co-workers get it right. It is likely the most significant, powerful step-change in safety for our organization and our employees – at work and at home. I am excited to see this process become an integral part of our daily routine.

    How do you instill a sense of safety in employees on an ongoing basis?

    I encourage all employees to think outside the box, be outward facing, look for innovative ways to promote safety in our business lines and reconsider traditional procedures. Obstacles have been thrown in our way, such as sequestration, government funding cuts, the federal government shutdown and delayed contract awards – all of which have challenged our efforts and can distract our daily focus on safe work performance. I am proud to say that this team has confronted these obstacles head-on with creative solutions resulting in improved safety performance.

    We continue to educate and expand leadership focus, refine safe work practices and engage the ideas of our workforce. Safety is weaved into daily conversation. Every meeting starts with a safety moment that reminds and engages our employees in the safety conversation each day. Each year the company recognizes excellence in safety with our President’s Safety Award presentation. We have many great individuals and work teams, and I take great pride in honoring and acknowledging these award winners.

    How does your organization measure safety? What are the leading indicators that show you how safe your organization is, and where do you see room for improvement?

    We employ a top-down business approach to managing safety risk and continue to assess and refine how safety is measured. Over the past year our Enterprise Health, Safety and Environment Council has worked diligently on a solution that answers, “How do we reduce occupational hazards through direct intervention?”

    I am proud to say in FY 14 we begin a new journey. This future includes a partnership with the National Safety Council Navigator/ICertainty. Navigator embodies our vision to bring key performance indicators in one, easy-to-use, cloud based system. We now have a central system of recordkeeping that links all occupational HSE leading and lagging indicators. More importantly, the system measures safety’s contribution to productivity and profitability of our projects and ultimately the success of our employees and Akima.

    Akima LLC is a holding company based in Herndon, VA, that supports a diverse portfolio of federal and commercial service providers. Its operating companies play leadership roles in information technology, data communications, systems engineering, software development, cyber security, space operations, aviation, construction, facility management, fabrication and logistics. The company employs more than 5,300 workers.

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    Michael W. Rencheck

    President and CEO
    AREVA Inc.


    • Believes that a safer company results not from rhetoric but because all workers have agreed to be part of something important – the habit of safety excellence
    • Stresses reporting of near-miss incidents, unsafe conditions and other leading safety indicator data, resulting in thousands of corrective action entries, an indicator of proactive employee involvement in eliminating accident precursors
    • Experienced significant reduction in injury rates and resulting positive improvement in cash flow and operating performance

    Why is safety a core value at your organization?

    As a forward-looking energy company, AREVA recognizes that our commitment to safety is the foundation for building and maintaining trust and public confidence. It protects the community, our customers and our people. It’s part of being a good citizen, a good neighbor and a good partner. Safety drives our commitment to operational excellence and delivering clean energy solutions for a better tomorrow.

    Safety is the critical success factor for our people, products and services. It defines who we are and plays a central role in everything we do. By instilling a culture with a focus on safety, we are empowering all of our employees to focus on the details and to do what’s right the first time. This leads to improved performance and reliable, consistent and predictable delivery of our high-quality products and services to our customers. At AREVA, we place safety first and strive for excellence in all that we do.

    Describe your journey to becoming a CEO who understands the importance of worker safety.

    An organization is made up of people. We achieve results when our people take action and deliver positive outcomes. We all have different roles to play, but everyone contributes to those outcomes. Our people are the most important aspect of our business and maintaining a proper focus on safety is our top priority. We come to work each day expecting to go home in the same or even better condition having learned something new.

    I’ve had many roles and jobs throughout my career, including grass cutter, farm hand, store shelf stocker, gas station attendant, carpenter, tutor, engineer, outage manager, systems engineering director, plant manager, and president and CEO. While these positions vary greatly, they all have at least one thing in common – a focus on safety.

    As I continued in my career and took responsibility for the leadership of an organization, I achieved a greater understanding of the need for safety as a core value. Leadership is a privilege that is entrusted to you by others. Safety is a fundamental cornerstone of this trust and must be valued by everyone, regardless of their role.

    What is the biggest obstacle to safety at your organization and how do you work to overcome it?

    It is our responsibility to demonstrate that safety is our fundamental priority. When it comes to safety, we never take our eye off the ball and we work to ensure we don’t become complacent. Our management regularly walks our worksites, emphasizing good housekeeping and safety to our teams. Each member routinely performs peer-to-peer observations of good work practices and, when appropriate, makes recommendations for improvement or acknowledges good work. We work toward prevention, emphasizing that all injuries are avoidable and everyone is personally responsible for their safety, as well as the safety of their co-workers. In fact, every meeting at AREVA starts with a safety briefing, whether it’s a meeting at headquarters or a meeting at any of our 41 facilities across North America. We’re constantly reinforcing our standards, which keeps safety at the top of mind for everyone.

    How do you instill a sense of safety in employees on an ongoing basis?

    We build a culture of safety throughout the organization, and employees are encouraged to take personal responsibility for both their safety and that of their co-workers. We urge employees to speak up or immediately correct unsafe conditions if they see something unsafe, and coach their fellow employees about actions or behaviors that may compromise safety. Each and every employee can stop any activity on the spot if he or she observes an unsafe condition. Across the company, we empower employees to maintain a questioning attitude and report any safety concerns, including all injuries, near misses and unsafe conditions.

    Management also is constantly engaged in setting and reinforcing safety standards. Managers observe activities in the field, and mentor and coach employees on safety issues. We also set common policies and standards for all AREVA businesses across the United States, and make sure safety communications and metrics are clearly visible in all locations.

    The employee-led U.S. Region Safety Steering Team regularly shares best practices and lessons learned. We’re also constantly evaluating our standards and benchmarking them against best-in-class U.S. manufacturing and service companies.

    How does your organization measure safety?

    We perform thousands of employee observations each year. We track and trend what these observations are telling us, and use this information in daily briefings to ensure we share good practices, and discuss and correct potential issues.

    We report and track any unsafe conditions, near misses and injuries, and report regional safety performance to executive management on a monthly basis. We also develop safety improvement plans for each major facility and management tracks their progress.

    If we do experience a significant event or track negative trends in our safety reporting efforts, management review boards develop actions and lessons learned to prevent them in the future. In addition, we evaluate our facilities’ OSHA-recordable injury trends against a goal of experiencing zero OSHA-recordable injuries by the end of 2015. Notably, AREVA’s total OSHA incident rate has improved from 0.70 to 0.23 injuries per 100 employees between 2007 and 2013. Further, we’ve reduced our workers’ compensation costs by 70 percent between 2009 and 2012.

    AREVA, based in Charlotte, NC, provides its customers with clean energy solutions for power generation. As the leader in nuclear energy and a significant, growing player in the renewable energies sector, AREVA combines U.S. and Canadian leadership, access to worldwide expertise, and a proven track record of performance. Sustainable development is a core component of AREVA’s strategy. Its nearly 5,000 U.S. and Canadian employees work every day to make AREVA a responsible industrial player helping to supply ever cleaner, safer and more economical energy to the greatest number of people. Its people create and supply innovative, forward-looking energy.

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    Elane Stock

    Kimberly-Clark Professional, a business sector of the Kimberly-Clark Corp.


    • Has a personal goal to visit every plant around the globe each year and meet with local site leaders to understand each mill’s safety performance and challenges, while also taking time to listen one-on-one to line workers
    • Implemented safety training for all employees (including herself and the senior team) as an integral part of building the company’s culture of safety and accountability
    • Incorporated a safety metric into a visual management scorecard used monthly to assess business health, with safety as the very first measure on the scorecard

    Why is safety a core value at your organization?

    One of the four values at Kimberly-Clark is caring. Caring about our people means caring about their safety. While our products may evolve, the values at Kimberly-Clark remain timeless. For more than 140 years, our values have been woven throughout the fabric of our company. The values of authentic, accountable, innovative and caring describe how we work with and are judged by our consumers, business partners, investors and each other.

    As part of selling safety products and solutions, we also must live it in every facet of our company. In order to deliver on our brand promise to create “Exceptional Workplaces,” our work has to be centrally focused toward safeguarding people. People make our workplaces work, and we make their workplaces exceptional through our relentless dedication to create healthier, safer and more productive work settings.

    What is the biggest obstacle to safety at your organization, and how do you work to overcome it?

    Complacency is a challenge faced by all manufacturers. A low injury rate is no guarantee that risks or hazards are being controlled and will not lead to future injuries or illnesses. It only takes one lapse for an injury to occur. Recognizing this obstacle, we strive to be relentlessly safety-focused.

    We call this our “Full Potential Safety” philosophy, which is a holistic approach to safety. We are continuously asking ourselves, “What would it take to practice 100 percent safe behavior all the time?”

    To answer this, we have created four approaches: committed, inspired leadership; engaged, empowered employees; relentless risk reduction; and systematic management. Each approach works in unison and is fully integrated into our comprehensive environmental, health and safety management system.

    As part of our EHS management system, one way that we keep employees focused on safety is to have our shift workers participate in safety refreshers before they step onto the manufacturing floor following a “pace change” – or any change in an employee’s normal routine, such as returning from a vacation. These refresher training sessions raise the safety awareness for the individuals who have a higher potential of not being fully focused on safety when they return to work. In our mills, local leaders also provide employees with opportunities to be involved in safety management through Safety Steering Committees. The voluntary committees help to engage and empower employees by identifying and assessing the risks associated with the facility they work in and shaping discussion on how to mitigate any encountered risks.

    Collectively, these efforts minimize the chance of complacency or stagnation in our safety thinking.

    Describe your journey to becoming a CEO who understands the importance of worker safety.

    Growing up, I lived in a manufacturing community, where my father was a manufacturing worker. I gained a deep understanding for the sometimes subtle and sometimes pronounced nuances of a manufacturing environment. When I was 11, my father was injured on the job. A boiler exploded in front of him and he was in the hospital for weeks with second- and third-degree burns. From those experiences, I also understood quickly that safety implications reach far beyond a single worker and extend to his or her family.

    Today, those experiences help me create and hone strategies focused toward driving safety performance and continuous improvement at Kimberly-Clark Professional, where many of our company’s more than 4,570 employees are involved in manufacturing functions. My focus has always been and continues to remain simple: Everyone goes home safely – every day. No job, no task, absolutely nothing is worth an injury to one our employees.

    How do you instill a sense of safety in employees on an ongoing basis?

    We instill a sense of safety in three primary ways: committed, visible leadership; modeling behaviors; and engaging our teams for feedback.

    Our leaders are personally committed to safety. This transition was grounded in a belief that safe behaviors should be modeled at every level, providing a comprehensive approach to our company’s operational focus, systems and tools. I have incorporated a safety metric into the visual management scorecard that my leadership team uses monthly to assess business health. Safety is the first topic of discussion around our leadership table.

    To be successful, team members at every level and function need to model behavior that drives the necessary knowledge and capabilities to perform their jobs effectively. This is why safety training has become such an integral part of building our company’s strong and successful culture of safety and accountability. I work with our local leaders to help create safe work environments by asking that all employees participate in safety training. Our training is continual, systematic and task-specific – allowing our employees to identify safety knowledge gaps, address these defined gaps and mitigate potential future hazards and risks.

    Finally, our employees are empowered to provide feedback for our safety programs. Visual management tools, such as safety dashboards, are critical to reinforcing safety every day. The dashboards outline progress being made against EHS goals and help identify potential gaps or barriers as defined by our performance indicators. To reinforce transparency and accountability, these dashboards are utilized at all levels and are discussed regularly during shift changes and team meetings.

    How does your organization measure safety? What are the leading indicators that show you how safe your organization is, and where do you see room for improvement?

    Our success is measured in practicing 100 percent safe behaviors at all times. Therefore, we believe that a successful and robust EHS management system should not be based solely on reactive metrics. Because of this recognition, we developed performance quality indicators, risk mitigation strategies and assessment tools based on both leading and lagging indicators. The broad range of quality measures we use to assess and track our activity-based EHS performance allows us to systematically eliminate exposures before a problem occurs.

    As an example of one of our leading indicators, KCP North American mills experienced a 15.3 percent machinery risk reduction rate in 2013. This is a process for assessing machines to understand hazards in order to develop plans to mitigate risk. We also believe in recognition of our safe behaviors and have awarded 20 Crystal Eagles to our facilities in the past 10 years. This award recognizes facilities that obtain one year of working injury-free.

    While our safety performance is much better than industry averages, we continually look for ways to improve. For example, we have a new program called “Safe Visits” that involves floor team members, mill management and senior leaders working together to address potential safety issues or concern. We realize that zero fatalities and injuries is the only acceptable outcome. We strive to eliminate all levels of risk through a detailed review of incidents and adherence to rigorous safety standards. We are always finding ways to improve as part of our safety journey.

    Roswell, GA-based Kimberly-Clark Professional is a leading provider of hygiene, safety and productivity solutions, including personal protective equipment, safety apparel, respiratory gear, gloves, industrial wipers, and eye and hearing protection – all of which are known for comfort and reliability. Manufacturing companies worldwide rely on Kimberly-Clark Professional for safety products that help protect both their employees and their work environments. Its key brands are KLEENEX, SCOTT, WYPALL, KIMTECH and JACKSON SAFETY. As part of its business sector, Kimberly-Clark Professional employs more than 4,570 workers who are involved in a range of operational, sales and manufacturing functions.

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    Dwayne A. Wilson

    President and CEO
    Savannah River Nuclear Solutions


    • Developed a safety initiative that unified not only organization employees, but also all contractors at the site, with initiatives known as the “Safety Call to Action” drafted by a team of safety leaders from across the company
    • Introduced the “Safety Champion” award, given monthly to exemplary employees
    • Developed a set of safety leading indicators, which are monitored and used to bring increased safety awareness to the workforce, thus addressing potential hazards before an event occurs

    Why is safety a core value at your organization?

    Our core values – Safety and Security, Integrity, Teamwork, and Customer Satisfaction – provide the underpinnings of our success and for the overall quality of performance expected of us. It’s our foundation and what we expect of ourselves in pursuit of our vision to be the standard of excellence in managing federal assets by delivering knowledge, innovation and experience in nuclear materials management. Given the nature of our work, which involves handling nuclear materials, high hazards work in laboratories and working in remote forests and swamp locations during South Carolina summers, safety has to be our foremost consideration. We take pride in working safely and securely and are committed to maintaining a world class safety culture at the Savannah River Site.

    Describe your journey to becoming a CEO who understands the importance of worker safety.

    My father instilled the importance of safety in me at a very young age. He worked in construction and as far back as I can remember, he was always teaching me the various aspects of the trade from a safety standpoint. Later, over my 30-plus-year career with Fluor Corp., I found myself working in heavy industrial construction sites, both new construction and operating facilities; refineries; gas turbines and around energized equipment. I always entered an area and stood back to ensure my own safety, then looked around to ensure others were safely working and then I would focus on the reason I was there. I find that all around the world, everyone really wants the same thing – to return home safely each day.

    When I arrived at Savannah River Nuclear Solutions, there was a tremendous safety culture that had been embedded for years, that when nurtured continues to blossom. But it does bring new challenges for me in my journey. I’m accustomed to the normal hazards of construction, but I’ve never been at a site that maintained its own fire department and emergency medical personnel, who have to make confined space entries, respond to collisions and make water rescues. Neither had I been in a location where to get to remote waste units for environmental monitoring, you might encounter venomous snakes and reptiles or alligators, not to mention typical insects and ivy. Our employees work with heavy equipment maintenance and crane operations and in various laboratory environments, and this is before you begin to address the hazards associated with nuclear facilities and heavy construction.

    From a safety perspective, SRNS is the most comprehensive, challenging work environment that I’ve ever worked. And, it’s one of the more interesting in my journey to understanding the importance of worker safety.

    What is the biggest obstacle to safety at your organization, and how do you work to overcome it?

    Two obstacles come to mind. Currently, our biggest hurdle is funding and the federal budget process. Lack of funding and timely necessary appropriations jeopardizes the safety of the site, primarily because it causes a great deal of angst and distraction among the workforce. But it also means that tough choices have to be made when it comes to prioritizing our work and the basic maintenance and upkeep of our nuclear facilities is severely lacking. We need a budget that realistically allows us to continue to meet operational and regulatory imperatives and required staffing to safely meet the missions of the site.

    Budget and funding issues aside, the diverse nature of our work is our biggest challenge. The Savannah River Site is like a small city on 310 square miles in rural South Carolina. It’s designed as such due to its secret beginnings, which were to provide plutonium and tritium to the nation’s weapons-production program in the 1950s. Then, there was a sense of urgency to accomplish a mission and while steps were taken to control by-products and waste, there weren’t many regulations. As in most industrial processes, potentially harmful waste is a result of creating useful products, and now many years later, we’re dealing with remediation and disposal of radioactive-contaminated legacy materials. We’re also working to repurpose many of the original facilities because they still offer a great deal of value for the nation. And we still have many active missions as well. For instance, we continue to supply tritium to the military for our nation’s defense programs.

    We overcome our safety challenges through comprehensive training and robust safety programs. We utilize an extensive safety communications campaign, which we refresh annually and augment by mini focus campaigns. We also rely on individual accountability which is an expectation of every employee and reinforced daily.

    How does your organization measure safety? What are the leading indicators that show you how safe your organization is, and where do you see room for improvement?

    We monitor our leading and lagging indicators on a monthly basis. We look at injury and illness rates like most companies, but we also pay close attention to our behavior-based safety and management field observations statistics. These are the leading indicators that really indicate when we need to take action. For example, last May, we saw a slight decrease in observations and an uptick in our total recordable case rate, with five cases that month. Traditionally, we have struggled during the summer months, so we pulled together a team who initiated a campaign called “The Perfect Storm” to focus our employees on the 100 critical days of summer. The campaigned centered on storm predictions, stressors or conditions that made it favorable for an “event” to occur, and being prepared so you weren’t caught in the storm. It was very effective and I’m pleased to report that our employees achieved 21 million safe hours without a lost work day, an incredible achievement in any industry.

    In anything, there is always room for improvement. I think the secret is to keep it fresh and never become complacent. We need to do a better job of sharing lessons learned at all levels of our organization, and we need to ensure the involvement of all of our employees in the various observation programs. Every employee has to understand their part in our safety culture and we can never let up; it’s the only way we can sustain our world-class performance.

    How do you instill a sense of safety in employees on an ongoing basis?

    We depend highly on our Local Safety Improvement Teams. LSITs are employee-driven safety teams created in an area or program within our company to sustain and advance our safety culture and practices. The members of the LSIT are safety leaders in their workplaces who promote, champion, and support safety involvement and engagement with the workforce and management. There are 26 teams who work in various areas in the company that are empowered to enhance and improve our work place safety performance.

    We employ an active behavior-based safety program, which is implemented through our LSITs. Behavior-based safety refers to a broad category of processes, programs, strategies and tactics in which behavioral psychology principles are applied to support safe behaviors and change specific at-risk behaviors. It involves employees observing one another’s behaviors for safe and at-risk behaviors and then having a dialogue about the observation. BBS has been successfully used to reduce the occurrence of incidents by increasing the frequency of safe behaviors and decreasing the number of at-risk behaviors. The program has emerged as one of our primary employee involvement/engagement processes.

    We also focus a great deal on communications and keeping safety at “eye level” for all employees through banners across roadways, signage, newsletters, lunch and learns, and a video production viewed monthly in mandatory safety meetings. We have a robust recognition program, sponsor housekeeping days, and host an annual Safety Expo event intended to engage employees through interactive booths and activities. Continuous safety improvement is an ongoing process that requires management leadership to provide opportunities for all workers throughout the company to be actively involved in planning and performing work safely.

    Savannah River Nuclear Solutions manages and operates the Savannah River Site in Aiken, SC. A key facility in the U.S. Department of Energy complex, SRS is dedicated to environmental stewardship, supporting the nuclear weapons stockpile and nuclear materials management and storage. SRNS also operates the Savannah River National Laboratory, a multi-program applied research and development laboratory for the DOE. Cleanup of the 310-square-mile site is one of the largest environmental undertakings in history – the legacy of more than 50 years of production of plutonium and tritium for national defense. SRNS employs 4,800 people.