Our Core Values: Safety
April 28, 2017, 8:00 am
We operate by a core set of nine values. This month, we focus on safety.
Safety is our most important core value as our people are our most important assets. Without them, our business would not run. It is vital that our people remain healthy and safe, returning home in the evenings in the same condition they arrived to work in the mornings. The same goes for our clients and subcontractors.
How do we keep safety at the forefront of our team’s minds? Here are just a few ways:
It Starts at the Top
Our commitment to safety begins with active senior management involvement, beginning with the chief executive officer/president (who chairs our safety and health committee) and continues throughout all levels of our organization.
It’s a Part of Operations
Our preconstruction department analyzes potential hazards associated with a project and determines whether or not to pursue if a project cannot meet certain risk standards. Safety continues into the bid process. Subcontractor selection criteria includes an evaluation of their safety statistics and OSHA history. Once our team mobilizes on site, a site-specific safety plan is developed and any worker that enters the site must go through a formal orientation before beginning work.
Daily Pre-Task Safety Planning Meetings
Every morning before work begins on a project site, we hold a Toolbox Talk. The agenda reviews the day’s goals… What needs to get done? What is the plan? What are the hazards associated with performing the work? How will we eliminate or control the hazard?
Corporate Safety Audits
Shook maintains a team of safety professionals within our safety and risk management department. These team members provide regular, unscheduled safety audits on every Shook project, every month. Survey results are distributed to both project and company leadership. In addition to providing inspections, our safety professionals are a proactive resource to help our project teams plan how to safely go about their work.
Communication is Key
A key element to our program’s success is communication. Safety audits, incident reports and any OSHA activity is communicated within 24 hours to: CEO/president, executive vice president, market channel leader, project manager and project superintendent. On a weekly basis, all employees receive information regarding safety audit findings from the previous week, OSHA activity, work-related incidents and a summary of the current OSHA recordable incidents. When warranted, we will cease work and hold a “safety-stand-down-meeting” to address major issues.
We always will stand by our safety motto: “Safely, the only way to work!” Our award-winning safety program simply validates that.
The Process of Removing a Digester Tank Lid
August 24, 2016, 10:27 amIt’s not every day a wastewater treatment plant project requires the replacement of a digester tank lid. What makes this feat so impressive? The lid itself is 50-feet in diameter and weighs about 77,000 pounds, which required a 210-ton crane to lift. During the lift, it looked like there was a UFO hovering over the property. Why did the tank lid need to be removed in the first place? A hole had developed on the underside of the lid, thus allowing the hollow lid to be filled with sludge. The tank will receive a new membrane-style cover during Phase II of the project. The overall project for Phase I involves the following:
- New chlorine contact basin on the end of the existing equalization tanks.
- New chemical building for feed of sodium hypochlorite and sodium bisulfite to the new chlorine contact basin.
- New aeration basin #7.
- Renovation of the sludge control building, including all new sludge heating equipment.
- New ultraviolet disinfection building including a new non-potable water system and new effluent aeration system.
- New pump station to handle the centrate from the existing sludge dewatering building.
- New electrical service and electrical feeds to all buildings.
- Various site piping.
Indiana Safety Award Streak
December 8, 2015, 2:37 pmFor the 5th year in a row, Shook received the Gold Summit Safety Award from the Indiana Construction Association (ICA) in the category of highway, heavy & utility prime contractor with less than 100,000 hours. The ICA stated that we received this honor because we integrate safety core business practices in our estimating and delivery systems, as well as our real-time driver safety monitoring program. This award is significant in the construction industry and especially to our organization because it recognizes how well our jobsite personnel understand and apply our corporate safety program standards—all based on confidential surveys given to jobsite personnel. Our employees must indicate Shook’s safety program is best in class in order for the ICA to honor our efforts. The award once again confirms that our corporate management leads the safety efforts; and those efforts permeate into each of our field activities. We emphasize that every task should be performed safely–no matter how large or small that task is. Our company culture has created an environment where our employees can come to work knowing their ability to go home in the same condition is a way of life–not just a wish. Shook lives the culture that “Safely is the only way to work”!
Shook Accomplishes Huge Feat
April 4, 2015, 2:41 pmWhat can you achieve in a mere four weeks? How about 80,000 SF of equipment demolition and 64,000 SF of concrete replacement! This is exactly what Shook accomplished for Chrysler Corporation’s plant in Kokomo, Indiana. The project involved shutting down a portion of the plant for four weeks while we performed the following: What’s more impressive than the extensive project scope? While a common type of project, this is the first time Chrysler has experienced an equipment demolition project with zero safety incidents or accidents. We attribute this success not only to the quality of our safety program, but also to our employees’ commitment to safety and our extensive pre-planning process. You also can view a time lapse video of the equipment demolition portion of the project, which spanned only two weeks!