SAFETY CORNER


concise message that we value safety. We must do what we say, even when the challenges of the project make it difficult. It takes years to build relationships and culture, but one bad attitude to destroy it.


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


immediately upon hire during our orientation program, and we continue to message safety on a frequent basis. It is critical that we communicate our safety philosophy and expectations not only when an employee is first hired, but also at regular touch points. We start each new day and new task with a safety message and require that all our people make safety observations to identify and correct safety concerns and unsafe behavior. Our goal is to create a safety culture that is consis- tently communicated by all employees – a culture that empowers our people and provides positive reinforcement to create a culture of caring.


How does your organization measure safety, and why is that important? I feel that it’s important for an


organization to measure safety perfor- mance throughout the life of a project and to know if their efforts are making a difference regarding injury frequency and severity. We have created a real-time dashboard that incorporates both leading and lagging indicators in a visual format that can be sorted to identify projects, personnel, trends, trade partner issues, near miss data, and fleet accidents. We also measure participation in our observation program and other key performance indicators that are updated on an annual basis. Te biggest challenge with data


measurement is to make it actionable. We want our people to be able to get the information they need to drive


18 May/June 2019


“Our goal is to


create a safety culture that is consistently communicated by all employees – a culture that empowers our people and provides positive reinforcement to create a culture of caring.” – Jerry Shupe


safety performance. Our approach was to make the delivery of information visual, so it tells a story.


How do you recognize employees for positive safety performance? We started a program where


our President and CEO sends a handwritten note and a safety-related gift to thank people for being a top performer in our safety observation program. I think this program has been successful because people are personally recognized by the highest- ranking person in our organization. It also sends a strong message that the organization values safety and that we are paying attention at the highest level of our organization.


What program or policy has had the biggest effect on safety at your company? We have a program that measures


each of our projects twice a year on a set of 25 leading indicators. Each project is scored based on their performance of the criteria and has an opportunity to earn “extra credit” for implementing best management practices. Tis program has been hugely successful because it creates a sense of competition amongst our projects and encourages our teams to


look for opportunities to improve. We have also seen our projects become more consistent in the knowledge and implementation of our safety and health program. 


AGC of CA Grows Industrial Relations Advocacy Team


AGC of California has continued


the expansion of its labor relations team with the hire of Marc Goldman as compliance and grievance manager for Southern California. “I’m thrilled to have Marc joining


our team,” said CEO Peter Tateishi. “He brings to the table significant experience in contract negotiations, compliance and administration, and a unique perspective and skillset thanks to his legal background. His work will be a significant asset to our members in Southern California and across the state and shows our continued focus on enhancing AGC’s labor relations efforts.” Joining AGC on March 25, Goldman


most recently served as a contract analyst for Danik Hook, creating, negotiating and overseeing the company’s contracts with suppliers and distributors. Prior to that, he worked for Goldman, Magdalin and Krikes as a lien specialist. He has a bachelor of arts from the University of Arizona and a Juris Doctorate from The University of West Los Angeles School of Law. In his role with AGC, Goldman will


be responsible for directly supporting the Southern California region on labor relations and contract adminis- tration/compliance matters. “Our members are going to see an


incredible benefit from having Marc join the team,” said Robert Dugan, vice president of Advocacy and Public Affairs. “This new management position in Southern California speaks to the increased attention and strategic development we’ve placed on industrial relations.”


California Constructor


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