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Investing in Your Field Leaders Will Pay Large Dividends

Foremen and Field Leaders are arguably the most critical roles in a trade contractor’s organization. They plan, coordinate, and lead your teams to build and install work correctly the first time.

Of the 28.7 million small businesses in the United States, 40% are generating and managing under $100,000 annually. A single Foreman or Superintendent leading a crew of six craftworkers is likely managing $500,000 to more than $1 million in labor every year. Given the shortage of skilled craftworkers and the risks to your projects, the need for world-class Field Leaders is undeniable.

Yet, investing in training and supporting Field Leaders is often overlooked or pushed aside. FMI frequently hears that Foremen and Superintendents are so important on jobsites that companies cannot pull them out of the field, take time to train and develop them, or engage them in project planning.

As a result, training for Field Leaders is often focused on getting the most out of minimal technical training offered by vendors, or hoping leaders learn through painful project experiences, as opposed to proactively developing critical skills and behaviors like planning, communicating, and leading productive field crews.

Top Challenges for Field Leaders

FMI’s recent talent research included feedback from more than 100 Field Leaders, Superintendents, and Project Managers, most of whom attended an FMI training program. These leaders reported their three greatest challenges (Exhibit 1):

  1. Juggling unrealistic project schedules,
  2. Difficulty staffing projects due to lack of skills and labor, and
  3. Balancing leading teams and executing work.

The first challenge is related to project schedules and the associated time to do the work. Project schedules in construction have become more and more compressed. FMI estimates that over the past 2 decades, from start of design to construc­tion completion, the average schedule duration for a warehouse has been compressed by as much as 12 months.

The other two reported challenges are directly related to the availability of field talent and the time needed to develop skilled crew members. Labor shortages were the second-most cited cause for project delays in the 2022 Associated General Contractors of America/FMI Risk Survey, and according to the Bureau of Labor Statistics, the construction industry had only slightly more trade workers in July 2022 (7.7 million) than it had in January 2007 (7.6 million).

Furthermore, two-thirds of CEOs surveyed for FMI’s second quarter 2022 Construction Industry Round Table (CIRT) reported difficulties finding Field Managers. The shortfall predates the current environment and will continue to impact crews in the years to come.

It will take everyone in a company to address these difficulties, but it is almost certainly time to place a much higher priority on Field Leader train­ing and development.

Companies need to help Field Leaders develop skills in four critical areas. These are:

  1. Leading and coordinating field crews,
  2. Planning weekly resource needs,
  3. Managing productivity, and
  4. Communicating effectively.

The difficult part is determining how to help your Field Leaders obtain the necessary skills to excel in these four tasks. Here are a few investments in your teams that will pay large dividends.

Make Time for Training and Development in the Field

Many current leaders are in their third or fourth decade in the construction industry, and their experience is what generates success on their projects and in your company. These experienced Field Leaders are able to plan and execute jobs on compressed time frames, while also leaving time for newer workers to ask questions, challenge approaches, take ownership of results, and correct their errors. Qualified mentors are vital, in short supply, and operating under massive time con­straints (see Exhibit 2).

“Everybody eventually is going to come across something that they’ve never had to do before,” says Seth Beckman, a Project Manager at Carlton Electric, Inc. “And the only thing you can do is get a hold of a person who has done it before and find out what was successful and anything that you really need to avoid in that situation.”

That depth of experience is not built overnight, and it requires a combination of skills. Do it incorrectly, and you risk Field Manager burnout. FMI’s Project Manager Academy research has found that overwork and a lack of skills training and career support are primary culprits.

“We have to look and find people who have the knowledge and the ability to lead and understand the work that we’re doing at the same time,” says Stanley Lee, Regional Manager at Gregori Construction, Inc.

Give your Field Leaders time to train and develop their teams. It is unrealistic to expect that a skilled trade workforce will be built without dedicating time for training and tapping your most experienced Field Leaders to conduct training and share their knowledge and experiences. Build it into project time lines and into your organization’s overall talent strategy, including roles, responsibilities, and expectations.

Focus on Planning and Resource-Related Delays

Think of a day on your jobsite when you had a field crew that was waiting, standing around, or working on less productive tasks for more than an hour. What was the cause for this situation?

The primary way to improve field productivity and reclaim time on your jobsites is by minimizing resource-related delays caused by not having the right materials, tools, equipment, or information in the hands of your Field Leaders at the time needed on the jobsite.

Field Leaders and organizations can minimize resource-related delays through planning. A strong pre-job planning process and weekly look-ahead procedures will identify those items that are needed by Field Leaders to help them be productive and provide time for teaching, training, and men­toring others, instead of responding to daily and weekly fire drills.

Weekly look-ahead plans should be developed by your Foremen or Superintendents, who identify crit­ical tasks and activities planned for the next 2 or 3 weeks, including the manpower, material, tools, equipment, and information required to do the job. It is then the organization’s responsibility to ensure that the Field Leaders get what they need to install work correctly the first time.

It is imperative that you collaborate and engage with Foremen and Superintendents in planning the work both before the job starts and every week thereafter. They will build their planning muscles and, over time, will become better and better at recognizing what they need to be successful leading productive field crews. And providing your experienced Field Leaders with time to engage in training and development for themselves and oth­ers will be critical in this process.

Train Field Leaders in Communication Skills

Often, Field Leaders are technical experts who know how to build quality projects, but many lack soft skills, such as best practices around communica­tion and how to motivate employees.

Your Field Leaders communicate with a broad range of project stakeholders, all of whom have different preferences and expectations for effective commu­nication. Field Leaders direct work for your field crews, send and receive direction from Project Managers and owners, and coordinate with other Field Leaders and other trade contractors. These diverse groups often have different communica­tion preferences, ranging from face to face to email, written job status reports, and text messages. They also have varying expectations for the level of detail they are given and when they are engaged in the process.

Teach your Field Leaders to listen to those with whom they interact and understand how to determine the best method for reaching them. Time management was cited as one of the top three challenges by Field Leaders surveyed, and communication failures underpin much of this stress. Understanding the best method for communicating and making decisions that will drive a project forward can help Field Leaders become more effective communica­tors and time managers.

Leverage Field Mentorship

Experienced Field Leaders make quick decisions to maximize productivity and efficiency, but getting those with fewer years on the job the same level of expertise takes time and attention. One way to quickly help newer Field Leaders is by formally pairing them with a mentor.

Having someone who can quickly answer ques­tions and offer advice helps Field Leaders develop the necessary experience and confidence in their decisions. Formal mentoring arrangements enable knowledge transfer and—as they gain proficiency and experience ultimately allow more staff mem­bers to take ownership of projects. Mentoring also can serve as a crucial part of succession planning at different levels.

However, the lack of formal training programs in the past means that senior leaders may not be skilled at teaching inexperienced workers. This can be addressed with leadership training for those with valuable job knowledge, and ongoing skills training as people progress in the field.

How to Help Your Field Staff Succeed

A Field Leader’s job is complicated and challenging. Prioritize time for Field Leader training by minimiz­ing resource-related delays on the jobsite. Focus on soft skills and communication, and leverage mentors to grow new, world-class Field Leaders.
Companies that invest in Field Leaders can lower business risk by building a deep pipeline of strong talent, enhance their ability to execute on projects, increase employee engagement and organizational loyalty, and improve Field Leaders’ ability to take on greater responsibility. Now is the time to act and build your leaders of the future.

FMI is a leading consulting and investment banking firm dedicated to serving companies working within the built environment. Its professionals are industry insiders who understand a company’s operating environment, challenges, and opportunities. FMI’s sector expertise and broad range of solutions help its clients discover value drivers, build resilient teams, streamline operations, grow with confidence, and sell with optimal results. Reprinted with permission from FMI. For more information, visit www.fmicorp.com.

NIA Sites > Insulation Outlook Magazine > Global

States Outlaw Noncompete Agreements

A growing number of states have banned noncompete agreements, leaving employers to grapple with a patchwork of different state-level requirements and federal actions.

“We are seeing a very clear trend of increasing hostility to the use of noncompete agreements,” said Daniel Kadish, an attorney with Morgan Lewis in New York. “It has been a significantly growing trend over the last 4 or 5 years. We have seen this pick up speed.”

Noncompetes prohibit employees from working for corporate competitors or opening their own competing business within a geographic area for a certain period of time after they leave a company. Traditionally, employers have used noncompete agreements to stop employees from taking trade secrets and proprietary information to a competitor. Noncompete agreements may boost an employer’s retention rate if they prevent workers from seeking similar jobs at competitors.

The trend of banning noncompetes is likely to spread to more states in the near future, said Dan Prokott, an attorney with Faegre Drinker in Minneapolis.

States tend to follow each other, and “it becomes a bit of a bandwagon effect,” said Julie Werner, an attorney with Lowenstein Sandler in New York.

State-Level Restrictions

Four states—California, Minnesota, North Dakota, and Oklahoma1—have banned noncompete agreements entirely, and many other states have enacted restrictions, such as setting a compensation threshold or requiring advance notice.

The New York Legislature recently passed a bill2 that would ban noncompete agreements, but Governor Kathy Hochul has not signed it yet. The legislation’s “scope is very broad, and its details are very little,” said Larry Del Rossi, an attorney with Faegre Drinker in Florham Park, New Jersey. If enacted, it might make companies think twice about having their chief executives based in New York, Werner said.

The state laws primarily targeted noncompete agreements that apply to low-wage workers. “It is an effort to solve for those situations,” Werner said.

Some state laws allow noncompete agreements for employees whose salary is above a certain threshold, and others do not. Some state laws permit noncompete agreements in connection with the sale of a business, and others do not.

Some states also stipulate that you cannot have a noncompete in certain professions, like medicine or law, Del Rossi said.

The state laws do not clearly define what a business competitor is, which can make things confusing for employers that use noncompetes, Prokott said.

The variation in state laws “creates difficulties for organizations that have to comply with different rules in different places,” Kadish said.

“The trend is that every state is handling these things differently. The idea of just using a standard template form does not work anymore,” Werner said.

Federal Action

The Federal Trade Commission (FTC) released a proposal on January 5, 2023, to prohibit
noncompetes. The FTC said noncompetes constitute an unfair method of competition and
therefore violate Section 5 of the Federal Trade Commission Act. It concluded that noncompetes suppress wages, stifle innovation, and make it harder for entrepreneurs to start new businesses. The agency has not released a final rule yet.

“We still suspect there will be some final rule by roughly April or May 2024 from the FTC,” Kadish said.

Corporations are likely to challenge any state or federal bans in the next year or two. “Inevitably, there is going to be legal challenges in the courts,” said Mark Goldstein, an attorney with Reed Smith in New York. “Employers need to brace for some uncertainty on this front.”

In a memo3 released on May 30, 2023, National Labor Relations Board General Counsel Jennifer Abruzzo announced that some noncompete agreements violate the National Labor Relations Act 5. The announcement, which applies to nonunionized and unionized employers, may result in unfair labor practice charges for employers that use noncompetes.

The Society for Human Resources Management (SHRM) urged4 the FTC to allow employers to continue using noncompete agreements with certain employees.

In comments to the FTC, Emily M. Dickens, Chief of Staff and head of government affairs at SHRM, said the FTC’s proposal would “impede SHRM members’ ability to balance the needs of workers and employers and will reduce the contractual capabilities of reasonable and consenting parties. The sweeping proposal significantly complicates HR professionals’ responsibility to protect their workforces’ intellectual property.”

Tips for Employers

Human resources professionals should stay up-to-date on state laws around noncompete agreements and have accurate records of where their employees work, Del Rossi said.

“It makes sense for organizations to review their current noncompete agreement and see if the way they are using those agreements are still aligned with their business goals,” Kadish said. For example, companies could consider tailoring the noncompete agreement to the job, adjusting the duration of the agreement, or tightening the scope of new hires who are required to sign a noncompete.

Noncompete agreements often name the state where the contract applies, based on where the business is incorporated, where the employee lives, or where the work takes place. Employers should “be thoughtful” about this choice, Werner said, and “use the right agreements for the right people,” which can include not giving noncompetes to junior employees.

In the meantime, businesses should “start planning for alternatives to noncompetes,” such as nondisclosure and nonsolicitation agreements, which can protect trade secrets, said John Siegal, an attorney with BakerHostetler in New York. “Be more flexible and creatively use less restrictive employee agreements, including customer nonsolicitation agreements and notice or garden leave provisions,” where employees are instructed to stay away from work during the notice period while still remaining on the payroll.

In a tight labor market, state prohibitions on noncompetes might make it easier for some businesses when they need to attract certain types of workers who were previously under noncompetes, said Rob Whitman, an attorney at Seyfarth in New York.

Eighteen percent of U.S. workers are subject to noncompete agreements now, and 38% of workers have been subject to noncompete agreements at some time in their careers, according to a new report5 from the U.S. Government Accountability Office. About 55% of employers said they used noncompete agreements.

“Few workers who sign noncompete agreements negotiate the terms because they are unaware of what noncompete agreements are, they want the job regardless, or the noncompete agreement is introduced after a job is accepted,” the report stated. Noncompete agreements have particularly high use in the health-care, financial services, and IT industries, according to Prokott.

References
1. https://www.shrm.org/resourcesandtools/legal-and-compliance/state-and-local-updates/pages/states-restrict-noncompete-agreements-colorado.aspx
2. https://www.nysenate.gov/legislation/bills/2023/S3100/amendment/A
3. https://www.shrm.org/resourcesandtools/legal-and-compliance/employment-law/pages/nlrb-noncompetes-often-violate-nlra.aspx
4. https://www.shrm.org/resourcesandtools/legal-and-compliance/employment-law/pages/shrm-opposes-noncompete-ban.aspx
5. https://www.gao.gov/assets/gao-23-103785.pdf

NIA Sites > Insulation Outlook Magazine > Global

OSHA Regulations Update 2023

Department of Labor Announces National Emphasis Program Aimed at Reducing and Preventing Workplace Hazards in Warehouses and Distribution Centers

By Victoria Godinez

The U.S. Department of Labor’s Occupational Safety and Health Administration (OSHA) launched a National Emphasis Program to prevent workplace hazards in warehouses, processing facilities distribution centers, and high-risk retail establishments on July 13, 2023.

In the past 10 years, warehousing and distribution centers have experienced tremendous growth, with more than 1.9 million people employed in the industry. The Bureau of Labor Statistics data shows injury and illness rates for these establishments are higher than in private industry overall and, in some sectors, more than twice the rate of private industry.

“Our enforcement efforts are designed to do one thing: lead to permanent change in workplace safety,” said Assistant Secretary for Occupational Safety and Health Doug Parker. “This emphasis program allows OSHA to direct resources to establishments where evidence shows employers must be more intentional in addressing the root causes of worker injuries and align their business practices with the goal to ensure worker health and safety.”

Under this 3-year emphasis program, OSHA will conduct comprehensive safety inspections focused on hazards related to powered industrial vehicle operations, material handling and storage, walking and working surfaces, means of egress, and fire protection. The program will also include inspections of retail establishments with high injury rates with a focus on storage and loading areas; however, OSHA may expand an inspection’s scope when evidence shows that violations may exist in other areas of the establishment.

In addition, OSHA will assess heat and ergonomic hazards under the emphasis program, and health inspections may be conducted if OSHA determines these hazards are present.

Inspected establishments will be chosen from two lists. One includes establishments with industry codes covered under this emphasis program. The second consists of a limited number of retail establishments with the highest rates of injuries and illnesses resulting in days away, restricted duty, or job transfer.

State plans are required to adopt this emphasis program or establish a different program at least as effective as the federal model.

To learn more about solutions to common industry hazards, visit www.osha.gov/warehousing. For more information on OSHA overall, visit www.osha.gov.

Victoria Godinez is an employee at the Department of Labor Office of Public Affairs.

Proposed Rule to Clarify Personal Protective Equipment (PPE) Standard

Action seeks to align construction, general industry, and maritime standards

On July 19, 2023, the U.S. Department of Labor announced a notice of proposed rulemaking to clarify the PPE standard (https://tinyurl.com/5n7w3adf) for the construction industry.

The current standard does not state clearly that PPE must fit each affected employee properly, which OSHA’s general industry and maritime standards do. The proposed change would clarify that PPE must fit each employee properly to protect them from occupational hazards.

PPE must fit properly to provide adequate protection to employees. Improperly fitting PPE may fail to provide any protection to an employee, present additional hazards, or discourage employees from using such equipment in the workplace.

The failure of standard-sized PPE to protect physically smaller construction workers properly, as well as problems with access to properly fitting PPE, have long been safety and health concerns in the construction industry, especially for some women. The proposed rule clarifies the existing requirement (https://tinyurl.com/4msacnd3), and OSHA does not expect the change will increase employers’ costs or compliance burdens. The proposed revision would align the language in OSHA’s PPE standard for construction with standards for general industry and maritime.

“If personal protective equipment does not fit properly, an employee may be unprotected or dangerously exposed to hazards and face tragic consequences,” explained Assistant Secretary for Occupational Safety and Health Doug Parker. “We look forward to hearing from stakeholders on this important issue as we work together to ensure that construction workers of all genders and sizes are fitted properly with safety gear.”

Comments and hearing requests must be submitted by September 18, 2023, using the Federal eRulemaking Portal and referencing Docket No. OSHA-2019-0003.

Visit www.osha.gov/personal-protective-equipment/construction for more information.

Department of Labor Expands Submission Requirements for Injury, Illness Data

Final rule takes effect January 1, 2024, for certain employers

On July 17, 2023, the U.S. Department of Labor announced a final rule that will require certain employers in designated high-hazard industries to electronically submit injury and illness information to OSHA that they are already required to keep.

The final rule takes effect on January 1, 2024, (https://tinyurl.com/5t5xazee) and now includes the following submission requirements:

  • Establishments with 100 or more employees in certain high-hazard industries must
    electronically submit information from their Form 300 – Log of Work-Related Injuries and Illnesses, and Form 301 –Injury and Illness Incident Report to OSHA once a year. These submissions are in addition to submission of Form 300A – Summary of Work-Related Injuries and Illnesses.
  • To improve data quality, establishments are required to include their legal company name when making electronic submissions to OSHA from their injury and illness records.

OSHA will publish some of the data collected on its website to allow employers, employees, potential employees, employee representatives, current and potential customers, researchers, and the general public to use information about a company’s workplace safety and health record to make informed decisions. OSHA believes that providing public access to the data will ultimately reduce occupational injuries and illnesses.

“Congress intended for the Occupational Safety and Health Act to include reporting procedures that would provide the agency and the public with an understanding of the safety and health problems workers face, and this rule is a big step in finally realizing that objective,” explained Assistant Secretary for Occupational Safety and Health Doug Parker. “OSHA will use these data to intervene through strategic outreach and enforcement to reduce worker injuries and illnesses in high-hazard industries. The safety and health community will benefit from the insights this information will provide at the industry level, while workers and employers will be able to make more informed decisions about their workplace’s safety and health.”

The final rule retains the current requirements for electronic submission of information from Form 300A from establishments with 20–249 employees in certain high-hazard industries and from establishments with 250 or more employees in industries that must routinely keep OSHA injury and illness records.

The announcement follows proposed amendments announced in March 2022 to regulations for requiring specific establishments in certain high-hazard industries to electronically submit information from their Log of Work-Related Injuries and Illnesses, and Injury and Illness Incident Report.

Visit www.osha.gov and www.osha.gov/recordkeeping for more information.

OSHA Advisory Committee on Construction Safety and Health Convenes in August

Committee and work group meetings will be held in person and online

OSHA will hold a meeting of the Advisory Committee on Construction Safety and Health (ACCSH) on August 9–10, 2023, in Washington, DC. The Contract Work Hours and Safety Standards Act, also known as the Construction Safety Act (CSA), established the committee to advise the Secretary of Labor and Assistant Secretary of Labor for Occupational Safety and Health on policy matters arising under the CSA, and the setting of construction standards.

The meeting will include remarks and updates from Deputy Assistant Secretary of Labor for Occupational Safety and Health Jim Frederick, updates on the construction industry from OSHA’s Directorate of Construction, and an opportunity for the public to address the committee. ACCSH work groups will also meet.

Visit www.osha.gov/advisorycommittee/accsh for more information.

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Make It Easy: Streamline Your Way to Customer Service Success

 

Every day, countless service providers make choices that unnecessarily complicate service interactions. At best, those decisions make the customer experience less enjoyable. At worst, unneeded complexity opens the door to complaints, bad reviews, and competitors.

Simple and Streamlined = Good

Organizations that know the value of simplicity strive to streamline processes and eliminate rocks on the service-experience road. Furthermore, those who understand the importance of effortless service know that achieving it is an ongoing group effort. From the boardroom to the service window, everyone from top to bottom diligently works to eradicate needless steps, complexities, or jargon that may confuse customers and obstruct them from reaching their goals.

Examples of the Payoffs

Streamlined Processes: Simplifying processes, procedures, and workflows eliminates unnecessary complexities, making customer interactions more efficient and effortless.

Clear Communication: Using straightforward language ensures that product information, instructions, and policies are easily understandable, creating a faster customer experience.

Intuitive Navigation: Creating intuitive website interfaces helps customers quickly find what they need without clicking on the wrong link, going to an incorrect location, or calling the wrong number.

Reduced Cognitive Load: Organizing information and choices in a clear and logical manner helps customers make confident decisions, reducing the likelihood of buyer’s remorse, returns, or calls to the help desk.

Efficient Problem Resolution: Providing simple and accessible channels for customer support enables quicker problem resolution.

User Engagement: Presenting information or products in a simplified way makes customers want to use a service provider.

“But We Are Different”

“My business is complicated! We’re not running a hamburger stand or a retail store. Our product is highly technical.”

While not every interaction is basic, all service providers can make interactions easier. No matter who you are, there are opportunities to streamline design, usability, communication, accessibility, and problem resolution.

Obvious Opportunities

If you open your eyes, many problems are obvious. Here are a few of the usual suspects:

  • Complex checkout process
  • Complicated return policy
  • Inefficient customer relationship management (CRM) system
  • Excessive use of industry jargon
  • Multiple contact attempts

Other Places to Explore

In addition to the easy-to-find improvement opportunities, most teams can find more if they start asking questions:

  1. Is our product or service easy to understand?
  2. Is our website or physical location easy to navigate?
  3. Can customers easily find the information they need?
  4. Are our pricing and billing practices transparent and easy to understand?
  5. Can customers quickly contact us when they need to?
  6. Is our customer service process straightforward and efficient?
  7. Are we using plain language in our communications, or relying too much on jargon?
  8. Are our processes designed with the customer’s convenience in mind?
  9. Are we offering simple, efficient solutions to customer problems?
  10. Can customers easily purchase our products or services?
  11. Do customers have to go through unnecessary steps or complexities to achieve their objectives?
  12. What feedback are we getting from customers about the ease of their experience?

The Front Line Is a Gold Mine

Organizations that take simplicity seriously know the gold mine of information frontline service representatives can provide if they are encouraged to bring issues to management.

Routine Complaints: For every customer who voices dissatisfaction, three or four others will say nothing. Organizations that treat service seriously see complaints as canaries in the coal mine, and they encourage service representatives to track concerns and bring them forward.

Multiple Contact Attempts: If customers need to contact the organization multiple times for the same issue, or related issues, there is a problem and an opportunity to simplify the resolution process. Frontline representatives are almost always the first to recognize such boomerang interactions.

Poorly Defined Policies: Confused and confounded customers are the result of poorly defined policies. Representatives who must manage them know when guidelines or rules are ill-defined.

Lack of Training and Tools: Frontline providers are also acutely aware when they do not know the answer, cannot get a system to cooperate, or must implement a workaround.

Achieving Simplicity Does Not Always Feel Simple

Once you start looking, it is easy to become overwhelmed by the amount of work involved to make things easy. Take a breath, and then take another. Just as most processes do not become convoluted overnight, it takes time to go in the other direction.

Start with straightforward fixes to build momentum. Next, prioritize what is easier to implement and what will have the most impact on the customer experience. Then, get to work.

Kate Zabriskie is the President of Business Training Works, Inc., a Maryland-based talent development firm. She and her team provide onsite, virtual, and online soft-skills
training courses and workshops to clients in the United States and internationally. For more information, visit www.businesstrainingworks.com.

NIA Sites > Insulation Outlook Magazine > Global

The Benefits of Training Workers on Fall Arrest System Usage and Safety

In the mechanical systems industry, often characterized by work involving HVAC systems and industrial piping equipment in elevated spaces, operations frequently require the workforce to navigate heights. Such scenarios necessitate implementing paramount safety measures, amongst which fall arrest systems play a vital role. Safety training for employees, specifically concerning these systems, emerges as a non-negotiable priority; and fulfilling it stands as both a moral and legal responsibility.

The Role of Fall Arrest Systems

Working on mechanical systems often involves elevated structures, where the risk of falls1 poses a critical threat. From towering skyscrapers to tall industrial towers, these environments demand robust safety measures. Fall arrest systems are an indispensable solution to counter this significant hazard, offering much-needed protection for workers.
Fall arrest systems comprise a variety of equipment, each designed with the intent to prevent a worker from hitting the ground during a fall. The components—whether a full body harness, a lanyard, a rope-grab lifeline, or a self-retracting lifeline—are each unique in their operational usage. Understanding these nuances and proper equipment usage forms an essential part of safety training, ensuring optimal functionality and worker safety.

In-Depth Look at Fall Arrest Systems

Fall arrest systems can be broadly divided into two types: general (or non-rigid), and rigid. General fall arrest systems usually include full-body harnesses and lanyards, while rigid systems encompass rail systems and beam straps. The choice between the two largely depends on the specific tasks and environments your workers encounter.
When working on mechanical systems like HVAC units situated on rooftops or high platforms, harnesses with shock-absorbing lanyards can be an excellent choice. For work that requires traversing large distances at height, such as the maintenance of industrial piping systems, a rail system might offer greater flexibility and safety.
The significance of thoroughly training workers on fall arrest system usage cannot be overstated. Such training ensures the workforce comprehends how to operate and inspect their equipment and the system’s underlying mechanisms.
Moreover, adhering to the safety standards and guidelines issued by the Occupational Safety and Health Administration (OSHA)2 is vital.

Benefits of Fall Arrest System Training

The rewards of in-depth fall arrest system training are numerous, with implications for safety, productivity, and the financial strength of a business.
  1. Worker Safety. The most substantial benefit of intensive training undoubtedly lies in ensuring the safety of our most precious asset—our employees. By implementing correct procedures and precautions, workers can significantly minimize the risk of serious or fatal accidents.
  2. Compliance with Safety Regulations. OSHA prescribes rigorous regulations for fall protection3. Non-compliance can result in severe penalties. Comprehensive training fosters adherence to these regulations, thereby preventing legal issues.
  3. Increased Productivity. A safe working environment boosts worker morale and productivity substantially. Employees confident in their safety tend to perform their tasks more effectively and efficiently.
  4. Cost Savings. While up-front training costs might seem substantial, long-term savings are profound. Fewer accidents translate to lesser medical costs, decreased insurance premiums, and reduced downtime. Investing in safety training unequivocally translates to investing in a company’s financial health.
  5. Improved Business Reputation. Companies that prioritize safety are seen as responsible and attractive to both potential employees and clients. A strong safety record can significantly enhance a company’s reputation4, making it a preferred choice for new contracts and top talent.

Conclusion

The wide-ranging and clear benefits of training workers on fall arrest system usage and safety go beyond merely preventing fall-related accidents. A safer workplace equates to a more productive, legally compliant, and financially robust operation. All businesses are encouraged to consult with a safety expert and invest in a fall arrest system training. It is  an investment in our workers’ safety—the most  important asset we have.
References
Emma Pearson is a writer with a passion for construction. She combines her interests by producing engaging content on construction, real estate, and home improvement topics.
Choosing safety products is critical. Edgefallprotection.com can be an excellent resource.  The company offers innovative fall arrest systems, which can help ensure safety in mechanical system jobs. For more  information visit, edgefallprotection.com.
NIA Sites > Insulation Outlook Magazine > Global

OSHA Ramps Up Inspections

OSHA is stepping up its enforcement of safety regulations, performing more workplace inspections and levying higher penalties for noncompliance. Employers need to take a fresh look at their workplaces, establish safe procedures, and ensure adequate levels of oversight. Supervisors play a critical role in reinforcing a company-wide safety culture.

The U.S. Department of Labor is taking a new look at workplace safety, and employers are in the crosshairs. “The Biden administration has become much tougher about OSHA regulations,” said Edwin G. Foulke, Jr., a former OSHA head and now a partner in the Atlanta office of Fisher and Phillips. “It has enlarged its staff of inspectors, ramped up enforcement activity, and heightened penalty amounts.”

Foulke expects OSHA to become even more aggressive over the coming year. “Employers need to be on their toes because OSHA’s looking for ways to cite them, and citing them for large amounts of money.” Cash penalties can be severe. Serious violations can run $15,625 (the amount increases annually for inflation). Willful ones—where an employer has acted with plain indifference to worker safety—are pegged at $156,259.

Another trend puts employers in still greater danger. Inspectors are increasing their use of so-called “instance by instance” violations, in which cash penalties are assessed by the number of violations in a set. “If five people are using a certain machine, and that machine is cited for noncompliance with a regulation or standard, the company may receive five citations instead of one,” said Douglas E. Witte, who represents businesses in labor and employment law matters at Madison, Wisconsin-based Boardman and Clark.

Costliest of all are accidents to third parties. “Sometimes the harmed individual is not an employee,” said Robert S. Nichols, Partner with the employment law firm of Bracewell LLP in Houston, Texas. “They could be a contractor, a vendor, or a member of the public. In such cases, the company does not have the protective barrier of workers’ compensation insurance against a lawsuit for full and punitive damages.”

Leading the Way

Now is the time to double down on protective policies and procedures. Everything starts at the top of the management pyramid. “If mid-level managers and supervisors don’t perceive an emphasis on safety from upper management, it’s much less likely they will take the topic seriously,” said William K. Principe, Partner in the Atlanta office of Constangy, Brooks, Smith and Prophete. “And it’s their combined efforts that will create an accident-free workplace.”

What starts at the top, though, must filter down through the ranks. “From a legal perspective, a business operates through its managers and supervisors,” said Nichols. “What they do or don’t do is often imputed to the employer.”

As the first line of defense against OSHA penalties, supervisors have to ensure that rules and regulations are applied throughout the workplace. “New hires must be properly trained from a safety perspective before they begin work,” said Nichols. Existing employees must also receive appropriate periodic and updated training. That can occur through monthly or weekly safety orientations, which are sometimes referred to as “toolbox” or “tailgate” meetings. Some companies schedule these at the beginning of every shift.

Getting Specific

OSHA will look for policies and practices that are site specific, noted Gary Heppner, a Cherokee, Kansas-based independent OSHA Safety Advisor. “An inspector typically goes into a shop, removes guards from a drill press, and then picks somebody at random to set up the press and drill an obscure hole in the metal. The employee’s actions must reflect training specific to that machine.”

It is not good enough, added Heppner, to just download some safety boilerplate from the Internet. “If OSHA sees that a company’s policies are too general, they may well do a fishing expedition to find out what is lacking in the program.”

Once the specific policies are in place, it is important to perform ongoing monitoring, said Foulke. “As the eyes and ears of the company, supervisors should walk the floor during the workday, not only checking the production line but also making sure people are not violating safety rules. Are they wearing their personal protective gear? Working the equipment properly? The supervisor should fill out a form that records what inspections were done and what remedial actions were taken when violations were identified.”

Obtaining Feedback

These regular workplace tours provide excellent opportunities to obtain feedback from those on the front lines. “Where supervisors often fall short is in not having employees be active safety participants,” said Witte. “Instead of just telling them how to operate a machine, establish two-way communications. Do they have additional safety concerns beyond what has been discussed? Sometimes a machine may not be working exactly as designed, and that can have safety ramifications.”

Temporary transfers of employees from one department to another often lead to safety violations and accidents. “Suppose there is a labor shortage in the warehouse and there’s an urgent need to get product onto trucks quickly,” said Heppner. “A call is made to another department that sends one or two workers to help. If these new arrivals do not receive the requisite safety training before they start work, any resulting injury can result in a citation.”

An effective safety program is not a one-and-done affair. As time passes, procedures get modified and new standards are required. “Every 3 to 6 months, it’s wise to go through your program to make sure it is still current,” said Heppner. “Any new safety issues must be addressed.”

Take special care when a new machine is added. Unfamiliar controls can lead to accidents. “Sometimes equipment vendors will send representatives to provide onsite training,” said Witte. “If employees are not present, managers and supervisors need to be there so they can pass on knowledge about how the machinery can be operated safely.”

Dealing with OSHA

An accident happens. Will the company be fined?

The answer depends to a great extent on how well the company has trained the involved employee, and how thoroughly documentation of that training has been maintained. But the employer may also be protected if the employee did not follow mandated safe work practices.

“When a citation is withdrawn by OSHA, it’s usually because the employer was able to establish a so-called ‘employee misconduct defense,’” said Foulke. For this defense to prevail, the employer must be able to provide a positive answer to each of the following four questions:

  1. Did the company establish safety rules that would have obviated the accident? “The foundation for any safety program is a set of rules that employees must follow,” said Principe. “These can include the use of personal protective equipment as well as safe standard operating procedures.”
  2. Were the safety rules communicated to the employee? “Supervisors must ensure all of the rules are communicated, from initial onboarding of the employee to continuing on-the-job training,” said Principe.
  3. Did the company monitor compliance with the safety rules? “OSHA expects you to ensure your employees are following the rules,” said Principe. This is where documented periodic workplace inspections by supervisors can make a difference.
  4. Were the rules enforced through progressive discipline? “Many companies make the mistake of only enforcing rules when there is an accident,” said Principe. “Continual enforcement is necessary, combined with progressive discipline.” An initial infraction might result in a verbal reminder of the safety rules. Repeated offenses might result in more severe penalties, up to and including dismissal.

Supervisors should create written records of all the above steps. Such documentation can be of immense help during an OSHA inspection that may result from an accident. It will provide the company representative with the information required to answer the questions from inspectors.

Because dealing with an OSHA inspection can be intimidating, Heppner recommends the use of a three-ring binder that contains the company’s safety protocols for each section of the workplace. This document will serve as powerful evidence that the company is conscientious about maintaining a safe environment. “Just slide the binder across the table to the OSHA inspectors,” said Heppner. “It will answer most of their questions.” The notebook can serve double duty as a blueprint for staff training during the year and a quick refresher course prior to OSHA’s arrival.

Being Proactive

With the threat of a recession on the horizon, and an ongoing battle with inflation, it is natural for managers to devote their energies to the challenges of marketing, production, and fulfillment. It is little wonder that the time and expense required to establish and maintain an effective safety program can appear to be an unwelcome pressure on the bottom line. “There’s no question that there’s a cost for safety, but there’s also a cost for noncompliance,” said Witte. “Those costs can include time off from work, injuries, and even deaths.”

It pays, then, to be proactive. “Having worked on a wide variety of OSHA fatality cases, I know that one of the biggest mistakes supervisors make is to think that employees are responsible for themselves, and if they make mistakes, it’s at their own risk,” said Nichols. “That’s not true. It is the supervisor’s obligation to look out for them and to correct noncompliance. And it’s the employer’s obligation to establish policies that keep workers safe from harm.”

Phillip M. Perry is an award-winning freelance writer based in New York City. His byline has appeared over 3,000 times in the nation’s business press. He can be reached at linkedin.com/in/phillipmperry.

NIA Sites > Insulation Outlook Magazine > Global

Specialty Products & Insulation

www.spi-co.com

Contact: 855-519-4044

Spray foam insulation is appropriate for a variety of applications. When applied properly, it can be an effective insulator for all kinds of projects. This article addresses some common misconceptions about spray foam and discusses the benefits of its proper application.

Misconceptions about spray foam insulation:

  1. Moisture Issues – Critics argue that spray foam insulation can trap moisture and lead to structural damage. It is important to note that moisture problems can stem from other sources unrelated to the actual spray foam product, such as roof leaks or installation errors. Spray foam is a safe and effective product—closed-cell foam increases the structural integrity of a building by up to 300%. If spray foam is installed alongside an air exchanger and regularly maintained, any potential moisture issues can be avoided.
  2. Chemical Concerns – There have been concerns about the chemicals used in spray foam insulation. Properly applied spray foam undergoes a curing process that transforms it into an inert material. This significantly reduces the risk of off-gassing or harmful emissions.
  3. Limited Application – There is a perception that spray foam insulation is only suitable for specific areas, like basements. In reality, spray foam is ideal for use in many different locations, including walls, roofs, and attics. Its versatility and ability to create an airtight seal make it a valuable insulation option for both residential and commercial buildings.

Environmental benefits of spray foam insulation:

  1. Energy Efficiency – It minimizes heat loss or gain through walls, roofs, and attics. By reducing the need for excessive heating or cooling, it lowers energy consumption and utility costs.
  2. Air Leakage Reduction – Spray foam insulation is an effective air barrier. It seals gaps and cracks, preventing air infiltration or escape. This not only enhances indoor air quality, but also helps eliminate drafts. This reduces energy used in heating or cooling and creates a more comfortable living or working environment.
  3. Sustainable Construction – Spray foam insulation offers several sustainability benefits. It improves a building’s energy efficiency, reduces carbon emissions, and supports eco-friendly building practices. Additionally, its long lifespan reduces the need for frequent updating, which reduces waste in the long term.
  4. Mold and Moisture Resistance – Properly installed spray foam insulation forms a moisture barrier, reducing the risk of mold growth and moisture-related issues. By preventing external moisture from entering a space, it contributes to maintaining a healthier indoor environment.

Spray foam insulation provide­s many benefits, including enhanced energy efficiency, improved indoor air quality, and long-term sustainability. By dispelling misconceptions and understanding its environmental advantages, we can make informed decisions regarding insulation choices and contribute to a greener and more sustainable future.

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Owens Corning

www.owenscorning.com

Contact: 1-800-GET-PINK®

Perhaps you have heard the saying, “you can’t manage what you can’t measure.” Owens Corning continually measures the progress we are making on our mission to build a sustainable future through material innovation. Our 17th annual sustainability report aptly titled “Our Mission at Work”—highlights our ongoing aspirations to increase the positive impact of Owens Corning products, halve our environmental footprint, protect our people, advance inclusion and diversity, and have a positive effect in the communities where we work and live. We strive every day to deliver on these goals for our stakeholders and our planet.

Sustainability has long been embedded in Owens Corning. In 2019, the executive team began developing our 2030 goals, aligning them with the U.N. Sustainable Development Goals. It is not just leadership driving our sustainability journey forward. Owens Corning is creating an environment where all employees are aware of the role they can play as sustainability champions. Operationalizing sustainability across the enterprise provides a clearer path toward achieving our 2030 sustainability goals.

To get down to the numbers and measurement, Owens Corning made important progress toward our sustainability goals in 2022:

  • We reduced greenhouse gas emissions by driving energy efficiency in our operations and continuing to invest in alternative forms of energy.
  • Approximately 56% of our electricity in 2022 came from renewable sources, including wind, hydro, solar, and geothermal energy.
  • Fourteen Owens Corning products have received “Made with 100% Renewable Electricity and Reduced Embodied Carbon” certification. These products give commercial architects and specifiers the option of low-carbon products to build energy-efficient structures.

Consistent with our 2030 goals, Owens Corning is committed to decarbonization. As of year-end 2022, we are at 22% of our Scope 1 and Scope 2 emissions reduction goal of 50% for 2030, compared with our 2018 baseline. Our goal has been verified by the Science Based Targets initiative to be in line with the Intergovernmental Panel on Climate Change’s pathway to limit global warming to 1.5°C maximum above preindustrial levels. We have also set ambitious goals to reduce our Scope 3 greenhouse gas emissions, the indirect emissions that come primarily from our supply chain.

Other sustainability measures that are helping the planet include:

  • In 2022, Owens Corning reduced our impact on air quality in the areas where we operate, reducing VOC emissions 40% and fine particulate matter (PM2.5) by 30% over the 2018 baseline.
  • We have achieved a 25% reduction in water withdrawal intensity from high water stress sites over the 2018 baseline.

For an unprecedented fourth consecutive year, Owens Corning was ranked number one on 3BL Media’s list of the 100 Best Corporate Citizens. The list recognizes outstanding global environmental, social, and governance (ESG) performance among the 1,000 largest U.S. based public companies.

Any way you add it up, measurable data demonstrate Owens Corning’s actions to mitigate the impacts of climate change through improving energy efficiency, increasing our use of renewable energy, and reducing greenhouse gas emissions.

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Johns Manville

www.jm.com

Contact: 800-654-3103

Contributed by JM Editors

Knowing the importance of sustainability, JM developed in 2020 a universal framework to help us navigate our sustainability journey. We developed 5-year sustainability goals and benchmarks for success/failure regarding people, planet, and profit. Now mid-cycle, we remain steadfast in our commitments to combat climate change, protect our natural resources, and contribute to the communities where our employees live and work. In 2025, we can celebrate our successes and then set new 5-year goals as we continue to work for a better future.

The Building a Better Tomorrow framework enhances our efforts today to reduce our impact on the planet and expand support for our communities around the globe. It also encompasses our aspirations for the future as we continue to innovate.

We will REDUCE our impact on the planet by minimizing the creation and landfilling of waste. We will strive to cut emissions and reduce costs by using less energy to make our products. We want to optimize our inputs to use/reuse more recycled materials and renewable sources.

By 2025, our goals are to:

  • Reduce our waste intensity by another 10%. Over the last 10 years, JM reduced its waste intensity by 23%, and we plan to further reduce our waste intensity by another 10%.
  • Use at least 2 billion pounds of post-consumer/industrial materials. Over the next 5 years, we will use at least 2 billion pounds of post-consumer/industrial materials in our processes—predominantly glass, polypropylene, and polyester.

We will EXPAND support of our global workforce and the communities we serve by continuing to focus on the safety of our employees and prevention of injuries. Additionally, we will continue to increase our focus on the diversity and inclusiveness of our workforce across the company.

We are well-positioned to INNOVATE. A large proportion of our product offerings bring tremendous energy-efficiency benefits over extended product life cycles, saving exponentially more energy throughout their long usable life compared to the amount of energy required to produce them. However, we will need to be able to design and redesign products with the circular economy in mind. We will also explore technologies and business processes to allow us to chart a path for a decarbonized future.

By 2025, JM will:

  • Offer more energy-efficient products. Combining innovative technologies, leading-edge engineering, and design with intent principals, we will develop more energy-efficient products and promote the value of our portfolio to increase the net positive benefit to our world by more than 10%.
  • Chart our path. We will chart our path to a lower carbon future. We are well-positioned to partner with our suppliers to convert to renewable energy sources. Key to our long-term path forward will be exploring alternative energy sources and developing a more complete understanding of the impact of our raw material supply chain as the use of fossil fuels is phased out.

Building a Better Tomorrow means creating benefits that improve the lives of our customers and stakeholders. It also generates value for our company and empowers our businesses—Roofing Systems, Insulation Systems, and Engineered Products—to produce solutions that fundamentally work to increase comfort and save people money while reducing their carbon footprint.

Learn more about JM’s sustainability efforts by visiting www.jm.com/en/sustainability.

 

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Alkegen

www.Alkegen.com

Contact: 716-768-6500

Alkegen is a global leader in developing and providing high-performance specialty materials and is fiercely committed to creating products that help its customers reduce fossil fuel use; save energy; and improve fire safety for people, buildings, and equipment. Across its global operations, Alkegen works to create materials that have a positive impact on people’s lives and the environment. In 2023, Alkegen published its first sustainability report, which highlights the company’s contributions to a more sustainable world and brings transparency to its environmental goals and targets. Alkegen recognizes that Environmental, Social, and Governance (ESG) initiatives play a substantial role in the execution of its vision and values by helping manage opportunities and risks in a sustainable manner that optimizes value for the company’s stakeholders.

Alkegen’s ESG Committee sets the direction of the company’s ESG program and the execution of ESG initiatives and projects. It has one executive per pillar and holds ultimate responsibility for achieving the company’s goals and targets. To reflect the importance of achieving these goals and targets, there are at least 75 employees in the Alkegen organization with an ESG-related job. Alkegen recognizes that if it is to succeed in delivering value to stakeholders, the right culture must be fostered. Across all sites there is a strong awareness of environmental and regulatory responsibilities,which drives continuous education, compliance, and protective actions.

In late 2021, Alkegen conducted its first materiality assessment, designed to assess the most relevant ESG impacts to the company’s business. The assessment output identified high-priority ESG topics and informed the company’s sustainability strategy. Accordingly, in 2023, Alkegen’s focus continues to be on employee health and safety; reducing the environmental impact of our operations and our product portfolio; supply chain management; and diversity, equity, and inclusion. Examples of Alkegen’s recent environmental achievements include:

  • Integrating processes and procedures of two separate companies, taking the best environmental practices from each.
  • Building and compiling data in an electronic repository from all our global sites on emissions, water usage, and waste; and actioning a procedure to review the data monthly.
  • Setting 2030 Environmental Performance Targets for emissions, water, and waste reduction.
  • Achieving environmental successes such as implementing initiatives at our facility in Tonawanda, New York, resulting in 90% of water now being recycled.

Internally, Alkegen also developed the “SEEDS” initiative to clarify and organize Alkegen’s ESG goals related to Safety, Environment, Engagement, Diversity, and Social. The SEEDS initiative will be used to communicate to all Alkegen employees the efforts within those areas. All these efforts demonstrate Alkegen’s dedication to engineering high-performance specialty material solutions that help us all live greener, breathe easier, and go further than ever before. Moreover, Alkegen’s strategy aligns with the NIA’s recognition of the necessity that companies in the mechanical insultation industry further advance ongoing sustainability discussions to find ways to reduce waste, save energy, and decarbonize operations.