Partners in Progress Vol 15 No 8

PartnersINProgress SMACNA & SMART—Building a Future Together

August 2021

SMACNA and SMART overcome hazards together and champion safety for all ...

PartnersINProgress SMACNA & SMART—Building a Future Together

JOSEPH SELLERS, JR. ANGELA SIMON Co-Publishers

12 CONTENTS

August 2021 - Volume 15, Number 8

3 SAFETY FIRST ALWAYS SMACNA contractors and SMART Locals know the importance of partnering

to protect the industry’s most important resource—people.

4 2022 PARTNERS IN PROGRESS CONFERENCE

Registration for the 2022 Partners in Progress Conference, themed “Building the Future Together” opens in September. Will you be there?

6 SAFETY IN NUMBERS J.F. Ahern and Local 18 work together in Hidden Hazards training to bring

1,200 online participants together for safety.

8 SAFETY CHAMPIONS UNITE SMOHIT’s Safety Matters Conference celebrates organizations and

individuals who go above and beyond for safety.

11 MY JOURNEY Mike McCullion, SMACNA National’s director of market sectors and safety,

reflects on a long career of working for the betterment of others.

12

AN EYE FOR DETAIL

14

D&S Sheetmetal and Local 263 collaborated for the win on the detailed Kinnick Stadium project.

NATIONAL SUICIDE PREVENTION WEEK

Starting the conversation around mental health can save a life.

16 INTRODUCING WEARABLE SAFETY TECHNOLOGY

Wearables can save lives, prevent injury, and promote health. Successful implementation hinges on buy-in from labor and management.

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KAARIN ENGELMANN editor@pinpmagazine.org Editor-in-Chief JESSICA KIRBY jkirby@pointonemedia.com Editor POINT ONE MEDIA INC. artdept@pointonemedia.com Creative Services

Partners in Progress is a publication of the Sheet Metal Industry LaborManagement Cooperation Fund.

All contents ©2021 by the Sheet Metal Industry Labor-Management Cooperation Fund, P.O. Box 221211, Chantilly, VA 20153-1211.

Find Partners in Progress online at pinp.org or at issuu.com/ partnersinprogress. An archive of all issues is available and printed copies may be ordered for a minimal fee.

For comments or questions, email editor@pinpmagazine.org.

S HE E T M E TA L | A I R | R A I L | T R A N S P O R TAT I O N

Safety First Always “Safety First” is a common slogan used to remind workers about prioritizing safe work habits. That is certainly an important priority, but just an “okay” slogan. “Safety Always” is more fitting for SMACNA contractors, their skilled craftspersons, and SMART Locals that know the importance of establishing a “safety culture” in workplaces.

A safety culture goes far beyond establishing and following safety rules and procedures. It connects everyone in the workplace around the common goal of safety. In a strong safety culture, everyone from the company owner to individual employees supports safety and takes the necessary steps to make sure safety reigns supreme… always. Successful safety cultures prevent workplace injuries, illnesses, and deaths, as well as the suffering and financial hardship to workers, their families, and employers.

Employee engagement is far more effective in establishing a safety culture than simple top-down policy making. Employees are on the front lines and most directly affected by hazards.

When they have a say in safety protocols and training and know their input is taken seriously, they are more likely to maximize productivity, take fewer risks, and look out for their fellow employees on the job site.

Companies with strong safety cultures know that complacency kills. They continually update and improve their safety cultures to adapt to growing needs. J.F. Ahern and the Local 18 workforce provide an excellent example of an innovative and successful safety culture. Read about their “Hidden Hazards” program, on page 6, that looked to Netflix and other streaming services to draw their employees to learn from their interactive binge-worthy safety videos.

In 1986, SMART and SMACNA formalized their joint commitment to safety, establishing the Sheet Metal Occupational Health Institute Trust (SMOHIT). While initially focusing on life-saving screenings for sheet metal workers who may have been exposed to asbestos, SMOHIT has since broadened its mission to promote safety cultures by providing industryleading health and safety solutions that minimize occupational illnesses and injuries for sheet metal craftspersons. “Safety Champions Unite,” on page 8, provides a good overview of the 2021 SMOHIT Safety Champions Conference and resources available to help local parties establish safety cultures.

In this month’s My Journey, we feature Mike McCullion, SMACNA’s director of market sectors and safety, who has worked closely with SMOHIT to ensure the safety and health of sheet metal workers throughout the United States and Canada. As his end of 2021 retirement date nears, McCullion reflects on the most rewarding and challenging aspects of his work. The Partners in Progress team thanks Mike for years of making our industry safer and wishes him well in his next adventure.

© Can Stock Photo / Tund

While University of Iowa versus Iowa State has been one of the most intense rivalries in college sports since the two first played in 1894, Hawkeye and Cyclone fans alike will be impressed by the quality of the custom fabrication work performed by D&S Sheetmetal and Local 263 tradespersons to upgrade the University of Iowa’s new Kinnick Stadium.

“An Eye for Detail,” on page 12, describes the complex work the project required and outlines steps Local 263 and Sheet Metal Contractors of Iowa, Inc. are doing to ensure that the next generation of workers in their jurisdiction will be equally capable of tackling complex projects.

Health and Safety go hand-in-hand, and that includes mental health. National Suicide Prevention Week is September 5-12, 2021. The article on page 14 describes a pledge that organizations and leaders have taken to make suicide prevention a health and safety priority. Given the high incidence of suicide in the construction industry, SMART and SMACNA have been encouraging industry stake holders to make suicide prevention an important part of their safety cultures.

Wearable technology can play a very important role in saving lives and promoting the safety and health of the sheet metal workforce. Successful implementation of this new technology requires clear communication on how the technology works, the benefits it provides to the worker and the company, and the measures to protect data acquired. Turn to page 16 for suggestions for introducing wearable safe technology.

Registration for the March 1-2, 2022 Partners in Progress Conference – Building the Future Together opened on September 8. Union, contractor, chapter, and training leaders who are planning for industry needs into the next 5 to 20 years are urged to attend. Knowing that leadership is a learned skill, SMACNA and SMART are encouraging each local area attending the conference to identify two emerging leaders from their area to participate in the program. The fees will be waived for these individuals.

Anyone who has ever attended a Partners in Progress Conference knows that at the conclusion, the presiding SMART and SMACNA officers implore each local area to select at least one common goal that labor and management can work on in their local areas. For those who may need inspiration in selecting a goal, it is hard to think of any “best practice” more important or more suited for labor-management collaboration than the safety and health of our workforce. ▪ Partners in Progress » August 2021 » 3

2022 Partners in Progress Conference

March 1-2, 2022 Resorts World Las Vegas Las Vegas, Nevada Registration opens September 8, 2021!

Tentative Agenda *Subject to change.

Day 1 7:00 a.m. to 8:00 a.m.

Breakfast 8:00 a.m. to 10:15 a.m. General Session 10:30 a.m. to 11:30 a.m. Breakout Sessions 11:30 a.m. to 12:30 p.m. Lunch 12:30 p.m. to 1:30 p.m Breakout Sessions 1:45 p.m. to 2:45 p.m.

General Session 3:30 p.m. to 4:30 p.m.

Meet & Greet Reception Day 2 8:30 a.m. to 9:30 a.m.

Breakfast 9:30 a.m. to 11:15 a.m. General Session 11:30 a.m. to 12:30 p.m. Breakout Sessions 12:30 p.m. to 1:30 p.m. Lunch 1:30 p.m. to 2:30 p.m.

Breakout Sessions 2:45 p.m. to 3:30 p.m.

General Session 4 » Partners in Progress » www.pinp.org

Building the Future Together A successful future requires labor and management to work together toward common goals. To do that, we need strong leaders who can build coalitions, have the knowledge and skills to understand the needs and opportunities of where the construction industry is headed in the next 5, 10, and 20 years, and be willing to capitalize on the best practices of the industry.

Above all, the future requires recruiting and retaining the best, most skilled workers into the industry. Partners in Progress Conference 2022 is designed around the skills and knowledge necessary to meet these needs. We look forward to seeing you in Las Vegas on March 1 & 2, 2022.

Follow Partners in Progress on Twitter @smpartners, Instagram @smpartners, and Facebook @sheetmetalpartners and look for #pinp22 to get the latest updates.

Keynote Speakers Jim Abbott Former Professional Baseball Player, New York Yankees Jim Abbott was an all-American hurler at Michigan. He won the Sullivan Award in 1987, was the pitcher for the Gold Medal

Olympic Team in 1988, and threw a 4-0 no-hitter for the New York Yankees vs Cleveland (September 4, 1993), all without his right hand. Abbott has worked with the Department of Labor’s Office of Disability Employment Policy (ODEP) on several initiatives encouraging businesses to hire people with disabilities. His autobiography, Imperfect: An Improbable Life, was released in 2012 to glowing reviews.

Mike Abrashoff Former Commander, USS Benfold and Author, It’s Your Ship The Navy selected Mike Abrashoff to become Commander of the USS Benfold when he was 36, which made him the most junior commanding officer in the Pacific Fleet. The immediate challenges that he faced on this underperforming Naval war ship were staggering: exceptionally low morale, high turnover, and unacceptably low performance evaluations. Few thought that this ship could improve. In many ways, the USS Benfold was actually an extreme example of the same problems facing many organizations today. Using the tools from his Navy experience, Abrashoff founded GLS Worldwide. The firm challenges leaders at all levels to reimagine their leadership thinking and create new ways to elevate individual, team, and organizational performance.

Emerging Leaders Initiative Emerging Leaders Leadership is learned. The skills necessary to communicate, inspire trust, and coalition build are something that takes time to develop. Likewise, understanding our industry’s future, both the struggles and successes at the highest levels, is not something everyone gets sufficient exposure to in their current day-to-day roles.

This is why Partners in Progress has designed a perfect inperson opportunity for future industry leaders to experience just what current labor and management leaders see every day, only now in a fully collaborative environment where networking and problem-solving takes the center stage.

Partners in Progress Emerging Leaders In an effort to include the next generation of leaders in the 2022 Partners in Progress Conference, SMACNA and

SMART are giving Chapters and Locals the opportunity to register two emerging leaders from their area (one labor and one management) to attend the conference by waiving their respective registration fees.

Selected emerging leaders need only to meet the following criteria to have their registration fee waived: • Must be under the age of 35 and

• Must have at least one or more current representative(s) from the local area or chapter registered to attend the conference.

Only one future leader from the labor side and one future leader from the management side registered per Local and Chapter is eligible for this initiative.

Selecting an Emerging Leader Partners in Progress encourages Locals and Chapters to look for those individuals who show exceptional motivation, drive, and initiative to take on leadership responsibilities, informally or formally, in their current position. Further, it might be worthwhile to identify emerging leaders who will ultimately bring diversity in race, gender, abilities, and/or gender identity to their leadership team and reflect the workforce of the future.

Broadening of ideas and experiences better allows the industry to recruit from a wide talent pool, truly demonstrating the commitment to being inclusive and diverse.

Registering Emerging Leaders

Once your Local or Chapter selects an emerging leader, email Katie Kirchner at kjkirchner4@gmail.com with the following information: • Emerging leader name,

• Chapter/Local union affiliation, • Job title,

• Current employer, • Email address,

• Mailing address,

• Any dietary restrictions or special accommodation needs, and • Submission deadline.

The names of all emerging leaders must be received by December 17, 2021. Emerging leaders will be formally registered on December 20, and will receive a registration confirmation email at that time.

Visit pinp.org/conferences/2022pinp on or after September 8, 2021, to register and to learn more. Watch these pages for updates to the schedule, speaker list, and other programs and initiatives. ▪

Partners in Progress » August 2021 » 5

Safety In Numbers By / Natalie Bruckner

While considered one of the safest of the skilled trades out there, accidents in the sheet metal industry happen.

According to the latest Occupational Safety and Health Administration (OSHA) Survey of Occupational Injuries and Illnesses (which considers the total number of incidents and the total hours worked by all employees within one year), the average incident rate in the sheet metal industry of 1.91 was the lowest reported rate in the lifespan of the survey.

But for SMART Locals and SMACNA contractors, that just won’t cut it. Together, they are on a mission to get to zero, or as close to that as possible.

One way they are doing that is by changing attitudes when it comes to safety. In the past, the construction industry has been prone to the blame game, because when something goes wrong, the finger tends to be pointed. However, a deep set of new research has shown that the name, blame, and shame game is both corrosive and counterproductive.

“As an industry, the sheet metal labor and management understand that we have to change with the times,” says Michael Mooney, president and business manager at Local 18 in Wisconsin. “If we want to be the industry of choice, we have to have one leg up on our competition. One area we can do that is in safety and how we communicate it. Safety is one topic where we truly unite. We all want people to go home safe at the end of the day.”

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SMACNA Wisconsin contractor JF Ahern is not just raising the bar when it comes to safety training, but also setting a brand new standard in the approach. Explains Matt Van Der Puy, business representative at Local 18 who previously worked at Ahern, “They are way ahead of the curve.”

A little over a year ago, Ahern introduced a new interactive training initiative called Hidden Hazards. Its goal is to create an increased focus on preventing similar events from recurring and avoiding those incidents with a high potential to result in serious injuries and fatalities.

Unique in its approach, the team behind Hidden Hazards looked to Netflix (among other steaming services) for tips on how to draw viewers in. From there, they built a training series that included deep dive interviews with employees, live polling/ chat to ask questions and encourage further interactivity, and learning videos. This meant that when COVID hit, the training could proceed “business as usual.”

“Our philosophy at JF Ahern is about being systematic in everything we do, and that includes our safety programs,” explains Dustin Rusch, chief safety officer at Ahern. “Hidden Hazards came about as a result of a lot of learning and proactive data analysis from being in business for 140 years. We have always been keen on gaining more insights from incidents and really focusing on that learning.”

Ahern’s approach to safety investigation, which is where the program originated, is rather unique. “Before we start to investigate any safety incident we need to ‘event learn’ as investigations can be biased and often don’t dive deep enough,” Rusch says. “We find that a powerful learning experience begins with powerful insight that employees can relate to. With Hidden Hazards, we wanted to really capitalize on the storytelling aspect, as it can be an extremely powerful learning tool.”

Thus, the team at Ahern came up with a formula that would truly engage their employees and make them want to participate and watch one part after another. What they ended up with is a series that would quite happily sit on Hulu, Amazon Prime, or Netflix.

They started with a poll. The safety team reached out to its people to share their insights, and the response to each topic was (and continues to be) overwhelming. “For each poll, we get around 150 people sharing their experiences,” Rusch explains.

“I think people want to share because we disarm the feeling of shame and blame that has been inherent with construction and safety, and we gain their trust that their experience will help others. While there’s absolutely a place for accountability, that can’t be at the sake of the learning opportunity.”

The team then compiled testimonials in video format or in audio files because, as Rusch says, this is where the storytelling happens. Once the background work has been completed, the team was ready to roll and release a trailer to act as the carrot to the full program.

Rusch explains the format from there: “We like our training to be a hosted event. We play a video clip that tees up the story and then shifts to in-person discussion that provides more context.”

The segment is followed by a live poll in Zoom asking if this has happened to participants, prompting experience sharing and encouraging interaction. Then facilitators get into the topic.

“This isn’t fluffy, off-the-shelf training,” Rusch says. “This is highly specific training that people can relate to. We then try to bridge each event to a training topic to accomplish the required training, whether that’s external or internal.”

After each episode, the team goes back to the drawing board to look at the metrics and consider whether it was good

enough, content rich enough, and entertaining enough to make them want come back for more.

Justin Kressin, safety business partner at Ahern’s Northwest office and OSHA instructor, was heavily involved in building the program. He explains that the average attendance for Hidden Hazards is three times that of their other training courses. In fact, they have managed to deliver their virtual training series to 3,571 volunteer participants (as of August, 2021) in the midst of the pandemic.

“How safety is communicated can determine how effective it is,” Kressin explains. “At Ahern, we don’t train on what the regulations say, but how that regulation impacts you and how you do your work. It becomes very personal. Our goal is to give employees the knowledge to set them up to make the right decisions.”

It’s no wonder that JF Ahern recently received SMACNA’s 2021 Safety Innovation Award, an award that recognizes a company that demonstrates an innovative safety idea, concept, or best practice that improves its safety programming or culture.

With three more Hidden Hazards sessions planned for 2021, the team at Ahern is excited to see the response and to share its experiences with others. “We put ourselves under the gun when it comes to each topic, much like a newspaper would,” Rusch says. “We want to ensure we have the right topic, title, and story, and that we get readership/viewers. We are always keen to share our experiences with our peers as a best practice, and we love learning from others to really raise the bar of safety in the industry.”

Local 18’s Mooney speaks very highly of Ahern and its approach to safety: “JF Ahern is a very progressive contractor,” he says. “Learning from one another and what people are doing is essential to progress. By showing a unified front when it comes to safety, something that non-union companies aren’t particularly renowned for, we can stay one step ahead.

Everybody wants to go home at the end of the day. Accidents happen, but by continually looking at innovative ways to minimize accidents and how we communicate safety, we can truly set an example.”▪ Natalie is an award-winning writer who has worked in the United Kingdom, Germany, Spain, the United States, and Canada. She has more than 23 years experience as a journalist, editor, and brand builder, specializing in construction and transportation.

Partners in Progress » August 2021 » 7

SAFETY CHAMPIONS UNITE SMOHIT Safety Champions Conference brings SMACNA and SMART together for safety.

By / Jessica Kirby

This year’s jointly funded SMOHIT Safety Champions Conference brought contractors and union representatives together online for a topic everyone can agree on—safety in the workplace.

SMART General President Joe Sellers, SMACNA President Angie Simon, and SMOHIT Administrator Randall Krocka gave opening remarks.

“In today’s marketplace, it is more important than ever for labor and management to work together identifying and solving safety issues on the jobsite,” Krocka says. “The SMOHIT Safety Champions Conference is the venue that has allowed those conversations to take place, initiating meaningful interaction as partners in construction. We are in this together with the goal of zero injuries and providing a productive workforce.”

Krocka also introduced the SMOHIT board of trustees, comprised of business managers and contractors with a shared interest and passion for safety and joint efforts toward ensuring everyone goes home safely at the end of the day.

SMOHIT trustee and Local 23 Business Manager Daniel Villarruel says he takes great pleasure furthering the safety culture within the sheet metal industry through SMOHIT. “One of the biggest reasons the Safety Champions Conference is so important is that it showcases the safety culture of our members and contractors collectively by the way they communicate with one another, share ideas, and put safety programs into place,” Villarruel says.

Kevin Jones, Richards Sheet Metal Works Inc. and SMOHIT trustee, says the safety conference is the perfect venue for 8 » Partners in Progress » www.pinp.org

© Can Stock Photo / huhulin

learning best practices between organizations and for bringing leaders together to collaborate on creating safer workplaces.

“I feel that most of us think we have an awesome safety program, and in many cases we do, but there might be one or two elements that we haven’t thought of that would make a huge difference for all that are working,” he says.

At the 2021 conference, guest speakers covered a gamut of safety topics, demonstrating just how broad the realm of workplace safety is.

Mike Allen and Phillip Ragain presented on “Your Safety Legacy,” which asked leaders to consider what kind of safety legacy they want to leave behind, whether they are willing to accept “good enough,” and whether they are willing to accept life-changing injuries and fatalities.

DID YOU KNOW? Of nearly 43 million adult binge drinkers, 81% are employed full or part time.

16.5% of construction workers reported heavy alcohol consumption in the past month, more than twice the average of a full-time worker.

76% of illicit drug users are employed full or part time.

Of all professions, construction workers are most likely to use opioids or cocaine.

Ragain also shared tips on changing behavior to change people and influence the safety culture in a workplace. He shared a tool for gauging leaders’ influence in setting the workplace culture and notions around safety.

Ben Cort—addiction, prevention, and treatment expert— and Chris Carlough—director of education with SMART— addressed the trends of legalized drugs, including marijuana and alcohol.

They presented on the growing number of construction workers engaged in substance misuse, the national opioid crisis and how it relates to the construction industry, and the changing potency of marijuana since the 60s. They also presented options for those affected by substance use disorder.

In 2018, construction workers suffered 7,840 head injuries and 23,520 lost work days due to head injuries.

In the same year, 230 construction workers died due to head injuries.

“SMOHIT has been evaluating treatment centers across the United States for ensuring comprehensive treatment for substance use disorder and mental illness based on best practices, a willingness to partner with SMART/SMOHIT to meet the specific needs of members, and flexibility in how members pay for treatment,” Carlough says.

Raffi Elchammas—national manager, health and safety, for Milwaukee Tool—presented on personal protective equipment, leadership in health and safety, and head protection.

Elchammas reviewed PPE from Milwaukee Tool and urged users to choose the right head protection for the job.

“Employers are required to provide head protection when there is a danger from impact or from falling or flying objects or from electrical shock and burns,” Elchammas said. “Type 1 hard hats/helmets reduce the impact force from blows to the top of the head, and Type 2 reduce the impact force from blows to both the top and sides of the head. Be sure to have the correct form of head protection for the job.”

He also discussed tethering, gloves and glasses, and Milwaukee tool’s safety incentive program.

Scott Ketcham, director of construction, occupational safety and health administration (OSHA), looked at new OSHA leadership, the 50th anniversary of the Occupational Safety and Health Act of 1970, COVID-19, opioids and suicide in construction, a regulatory update, inspection and focus four statistics, national emphasis programs, national outreach events, and OSHA’s onsite consultation program.

With particular focus on COVID-19, OSHA’s National Emphasis Program (NEP) operates with the goal of substantially reducing or eliminating worker exposures through a combination of inspection targeting, outreach to employers, and compliance assistance. The program’s focus is establishments that put the largest number of workers at serious risk of contracting the

virus, and preventing retaliation against workers who complain about unsafe or unhealthful conditions or who exercise other rights.

Milwaukee Tool sponsored the event with door prizes, raffles, and financial support.

The conference acknowledged 2019 and 2020 Safety Design Winners, individuals who were successful in designing safety themed graphical elements for use in the workplace.

2019 Winners: • David Gauther, Local 206, San Diego • Joe Bernstein, Local 22, New Jersey • Patrick Edmonds Local 19, Central PA

2020 Winners: • Steve Goolsby, Local 177, Nashville • Sharon Walker, Local 24, Ohio • Craig Wagner, Local 18, Wisconsin Safety Matters Awards recognize local representatives and contractors who have gone above and beyond to develop and promote the safety culture in their organizations. Winners acknowledged at the Safety Champions Conference included the following Local and Chapter members: Albert Blanco Jr, Local 359, Phoenix, Arizona, works toward developing a workforce culture of safety as a JATC instructor and created a bullying and harassment program to address this issue in the Local.

Paul Crist, Local 17, Buffalo, New York, created the Training Incentive Program (TIPS), which generated more than 16,000 safety trade related trainings with incentives for those who participate.

Jake Boulware, safety director at Total Mechanical, Pewaukee, Wisconsin, provided leadership and direction that resulted in the company meeting one million work hours without a lost time injury three times in less than a decade during 2011, 2014, and 2019.

Partners in Progress » August 2021 » 9

Safety Champions Unite

Jamie DeVan, Southland Industries, Washington DC, led the division’s positive safety culture creating a sense of caring for one another through safety. Also, he worked with SMOHIT to create the “Life of a Duct” safety program.

In 2016, Mike Hilgert, Superior Duct Fabrication in Pomona, California, set out to place an emphasis on training, accountability, compliance, and employee buy-in to change the company’s safety culture. From guards on the press break to rewards and training programs, Hilgert led the company to double in size in the last four years while cutting its incident rates in half.

Jay Hansen at CJ Hansen Co. Inc. in Salem, Oregon, developed and implemented a Daily Pre-task Plan using a twopage document issued to all forepersons and lead journeypeople on all job sites during project kick-offs. Used daily, project data was collected to forecast material and labor needs, past, present, and future considerations, and captured a snapshot of safety on each specific project.

One of the 2020 Safety Matters Awards went to Rachel Brorson, safety and quality engineer at MG McGrath, Inc., in Minnesota. The safety record and the shift in safety culture over the last three large sports complex projects the company completed in Milwaukee, Minneapolis, and San Francisco illustrate the impact Brorson has made at MG McGrath.

Employees worked over 98,000 hours with only one recordable incident. MG McGrath’s safety data shows a paradigm shift in safety culture through results-driven core values.

Ryder Hart, Local 399, has only been a journeyman for two years, but he is making a positive impact on the safety of apprentices at Local 399’s training center in North Charleston, South Carolina. New as an instructor, Hart took it upon himself to establish a safety culture at the training center, making sure that safety in the classroom and fabrication shop is maintained.

“It’s very important and beneficial for our members and our contractors to work together on safety as they try to achieve a 0% claims and increases productivity by making sure the safety measures are being followed,” Villarruel says.

“We can support each other by not retaliating on any member bringing up a safety concern which might be seen as trivial and by our members constantly being safety conscious of their work procedures and surroundings. What is needed is ʻus’ mentality, meaning that we work together as one.” “ I feel strongly that labor and management want all of our men and women to come home safe and healthy to their families,” Jones adds. “Cooperation and common sense are needed from both sides to reach that goal.”

Prepare now to participate in next year’s Safety Champions Conference. The 7th Annual Safety Design Contest is now open for submissions to any member in good standing. Safety Matters Award nominations are also being accepted for training centers, organizations, contractors and deserving individuals who make outstanding contributions to expanding health and safety programs at the Local level for signatory sheet metal workers Design submissions and award nominees are due December 31, 2021. Submit them by email to Randy Krocka at rkrocha@ smohit.org or by mail to: 3180 Fairview Park Drive Suite 400 Falls Church, Virginia 22042 SMOHIT chooses one honoree from each of the six regions: northeast, southeast, north central, south central, northwest, and southwest. ▪ Jessica Kirby is a freelance editor and writer covering construction, architecture, mining, travel, and sustainable living for myriad publications across Canada and the United States. She can usually be found among piles of paper in her home office or exploring nature’s bounty in British Columbia’s incredible wilderness.

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Mike McCullion, CSP. ARM: MY JOURNEY Director of Market Sectors and Safety SMACNA National I started in the sheet metal / HVAC industry as the Director of Safety for SMACNA 18 years ago. My career includes over 35 years in occupational safety, environmental heath, and risk management. Prior to joining SMACNA, I held related positions at a variety of organizations, including George Mason University, the Virginia State OSHA program (VOSH), and a private consulting company. I consider myself a “generalist” versus a “specialist” in that these positions provided me with a diverse background to handle all the issues facing SMACNA contractors on construction jobsites and in fabrication shops. The network of colleagues and associates I have built over the years allows me to confer with them on any sheet metal / HVAC subject area from machine guarding to fall protection to electrical safety.

Safety and health are important because the shared goal of SMACNA and SMART is to help workers go home at the end of the day safe and healthy, and able to enjoy their families and personal lives. Working with SMOHIT on numerous projects to benefit SMART members has been a highlight of my time at SMACNA. The cooperation between the organizations is evident in the variety of training topics and formats available to training centers and contractors. It seems like just yesterday we were providing VHS tape formats, and now SMOHIT has a diverse website with real-time available videos and programs on many helpful safety and health topics.

I became interested in the safety and health field when, early in my career as a Campus Police Officer, I realized I didn’t want to pursue Criminal Justice (my degree from Rutgers University). Instead, I focused on the “safety” side of safety

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and security. I was still able to help people as my original intention, but from a different perspective. I then studied for classes and certifications in the safety and health field. I am now a Certified Safety Professional (CSP) and an Associate in Risk Management (ARM).

Accomplishments in the safety and health positions I held are often hard to identify since there is little “data” I can point to as indicators of success. However, I can say that one motivation for me is believing that somewhere along the way I have saved someone’s life or prevented serious injury or illness due to the training, inspections, or outreach I have conducted.

That is very satisfying. In addition, my volunteer work at the chapter and regional level with the American Society of Safety Professionals, my professional safety association, has been a significant part of my professional development.

The challenges I have found in the field and the sheet metal and HVAC industry were often related to misinformation or misunderstanding of the safety or health issue being addressed, especially on the health side. Hazcom continues to be one of the most frequently cited OSHA standards because many supervisors and workers are familiar with engineering principles, but science-related issues tend to get pushback.

Therefore, I refer to health issues as “hidden illnesses” that need constant attention, as they often don’t show immediate impact but, rather, harm over time. Common examples include chemical overexposure (such as to asbestos and silica), hearing loss, and musculoskeletal issues.

As I move towards retirement at the end of 2021, and SMACNA appoints my replacement to take on the future responsibilities and challenges, I want to thank all the coworkers, colleagues, and associates who have helped me grow professionally and personally. Big thanks to my wife and son for being a part of my personal journey. ▪ Partners in Progress » August 2021 » 11

AN EYE FOR DETAIL

© Can Stock Photo / wawritto

By / Robin Brunet  Photos courtesy of D&S Sheetmetal Inc. What separates a passable sheet metal worker from a truly skilled professional? One factor is attention to detail, which is crucial to the success of custom fabrication projects such as the upgrade of the University of Iowa’s new Kinnick Stadium North End Zone Project.

Cedar Rapids-based D&S Sheetmetal Inc. and Local 263’s skilled workforce were tasked with creating more than 550 unique wall panels, frames, and other components throughout the stadium’s 17,000-square-foot concourse and clubhouse, in a very short space of time.

D&S president and co-owner Valerie DeRycke says success was only possible because her crew could work at the top of their game.

“And that explains why we have such a close relationship with Local 263,” she says. “We are both committed to ensuring that sheet metal workers are trained to the highest possible standards. Also, taking pride in a great finished product is something Local 263 heavily promotes. Our sharing of these values is important.”

The Kinnick Stadium project is a good example of how painstaking custom fabrication can transform what would 12 » Partners in Progress » www.pinp.org

otherwise be routine spaces into something special. D&S and Local 263 started working on the project during the last four months of a 28-month schedule. The work required 130 sheets of carbon steel, 50 sheets of 3/16” stainless steel, and 50 sheets of perforated carbon steel.

Armed with detailed shop drawings, six sheet metal workers fabricated 3/16” thick polished stainless steel countertops, soffits, and end panels in the concession areas, 16 gauge carbon steel wall panels in the concourse, clubhouse, and restroom areas, 16 gauge carbon steel wall panels plus trim and accent components in the restrooms, and 16 gauge powder-coated carbon steel custom perforated fin tube heater covers.

That’s not all. D&S estimator and project manager Tom Grommon says, “For the skywalk entries, we created stainless steel and carbon steel wall panels and trim. Backlit displays in the concourse and clubhouse were framed by 3/16” polished stainless steel, and the same gauge of steel was used as base trim in this area.”

D&S’s 24,000-square-foot shop is well equipped to handle a huge array of industrial projects, but DeRycke points out that the magnitude of the Kinnick Stadium project was unusual,

and the project’s architects wanted to use materials in different ways: 3/16” stainless plate for concession area countertops that required a thick steel edge, and carbon steel wall panels and frame for graphic displays.

In addition to the sheer volume of fabrication work, the D&S team had to assess the quality of material they were given.

“On several occasions, we rejected carbon steel for aesthetic reasons,” Grommon says, adding that planes, corners, and finishes had to match up precisely, since there would be no coverings to hide imperfections or blemishes.

Capping all of this was the tight schedule. “We couldn’t start until all the other upgrade work had been finished,” Grommon says. “Since we were creating mainly decorative items, we weren’t able to take exact measurements or perform field verification until the substrates were in place.”

While the Kinnick Stadium project shows what highly trained and experienced professionals can accomplish in a short space of time, both D&S and Local 263 are pushing aggressively to ensure that the new generation of sheet metal workers in Cedar Rapids will become equally capable of tackling complex projects.

“We’re motivated partly because our market share isn’t growing as fast as the Cedar Rapids growth rate,” says Local 263 Business Agent Russ Jaeger. “We’ve gone from 323 members to 340 in the last five years, and it would be great if our growth rate was higher than that. Contractors come in from other jurisdictions and rely on non-union labor to get the job done, without paying the benefits or employers’ insurance that we pay.”

DeRycke agrees. “Over the years, non-union has made inroads in the commercial and residential sectors, and although industrial work is still mainly union, we’re concerned this will change, too. That’s why we’re working with the Joint Apprenticeship Training Committee to implement a comprehensive curriculum and training for apprentices.”

DeRycke is referring to Local 263’s recent hiring of a full-

time instructor who will preside over the gradual transformation of the existing night school, which accommodates about 55 apprentices yearly.

“Loss of wages incurred by attendees is a hurdle, so we’re studying how full-time day schools work in other jurisdictions,” Jaeger says. “If we pull it off, apprentices will be able to learn and retain far more information than attending night school taught by part-time instructors, whose turnover rate is fairly high.”

According to Grommon, D&S augments Local 263’s initiatives by trying to assign new people to a wide range of projects. “That’s the other part of the equation necessary to develop true professionals,” Grommon says.

The close relationship between union and contractors in Cedar Rapids is inspired by more than having a common cause. Jaeger says, “We’ve always been of the opinion that we need contractors just as much as they need us, and one way we maintain relations is to stage board meetings four times a year.

During these sessions, we talk freely, go over issues, and nip any grievances in the bud.”

It helps that Jaeger, like his predecessor Randy Sconyers, was a foreman at D&S prior to becoming a business agent.

“Like Randy, Russ is able to see both sides of the picture,” DeRycke says.

As D&S focuses on new projects and Local 263 prepares for a September start for its new full-time instructor, the Kinnick Stadium project stands as another shining example of creative custom sheet metal work in the Cedar Rapids area. DeRycke concludes, “We’re proud of what we accomplished, and it’s great to think about the thousands of Iowans who will be enjoying these unique spaces for years to come.” ▪ Robin Brunet’s journalism has been published in over 150 magazines, newspapers, websites, and other media across Canada and the United States since 1982. He is also the best-selling author of two books: Red Robinson: The Last Deejay and Let’s Get Frank, as well as the upcoming The Last Broadcast.

Partners in Progress » August 2021 » 13

National Suicide Prevention Week September 5-12, 2021

A call to action to make suicide prevention a health & safety priority at work

Workplaces and professional associations everywhere are developing strategies and programs in suicide prevention that move beyond just awareness and take steps toward change.

This year, the global theme for World Suicide Prevention Day is “create hope through action.” To this end, work communities are becoming increasingly ready to become vocal, visible, and visionary and are ready to take the pledge to make suicide prevention a health and safety priority. To date, over 775 organizations and leaders have taken the pledge to make suicide prevention a health and safety priority. More information can be found at WorkplaceSuicidePrevention.com.

Chris Carlough, director of safety for SMART and tireless advocate for awareness and support around substance use disorder and mental health in the signatory sheet metal industry, says the most important thing for both labor and management to do is to start the conversation and have an open and empathetic dialogue about mental health.

“It’s so important for our members who are working for signatory contractors to understand that we want the best for them and that we are going to stand together with them 14 » Partners in Progress » www.pinp.org

with support through whatever challenges they face in life,” Carlough says. “When you take a look at the challenges facing those of us working in construction—between the high suicide rate and substance abuse issues—it’s clear we are on the right track with SMART MAP training and working together by building peer mentoring programs that provide effective resources for our members and their families.”

The 2020 CDC report ranking suicide rates by industry has made it clear—many industries need to make suicide prevention as important as they do other health and safety initiatives. Many agree they need to change the culture of work to increase psychological safety and reduce elements that contribute to job strain like sleep disruption, job insecurity, and low job control—things shown to be connected to suicide risk.

The National Guidelines for Workplace Suicide Prevention consist of Eight Guiding Principles and Nine Practices.

Developed through a partnership involving dozens of stakeholders, these tools are designed to be cross-cutting through private and public sectors, large and small employers, and across all industries, and:

1.

Give employers and professional associations an opportunity to pledge to engage in the effort of suicide prevention. Sign the pledge at workplacesuicideprevention. com/take-action/take-the-pledge 2. Demonstrate an implementation structure for workplace best practices in a comprehensive, public health approach.

3.

Provide data and resources to advance the cause of workplace suicide prevention.

4.

Bring together diverse stakeholders in a collaborative public-private model.

5.

Make recommendations for easily deployed tools, trainings and resources for both short-term action and comprehensive and sustained strategy.

Protective Factors: • Culture that promotes the importance of safety • Emphasis on teamwork • Culture of employee engagement and connectedness, providing a sense of “brotherhood” • Culture of wellness that values mental health • Access to insurance and mental health care (e.g., Employee Assistance Program) • Informational support systems (buddy systems) • Leadership and supervisor training

Of the organizations and leaders who registered as official pledge partners with the National Guidelines: • 7.5% said that someone in their workplace had experienced a suicide death in the last 12 months.

• 51% said that someone in their workplace had experienced a suicide death in the last 10 years.

• 81.3% of participants said they are actively promoting crisis resources.

• 61.1% said their workplace was completely committed to implementing suicide prevention programming and 54% said they were very confident about their organization’s ability to adopt the guidelines.

© Can Stock Photo / albund

Of the nine practices, these pledge partners stated these were the three most important: bold leadership, mental health resources and communication.

Organizational leaders in the sheet metal industry can take important steps toward meaningful change in this area, Carlough says.

“First, talk openly about mental health, specifically about suicide and how it is affecting our industry,” he says. “Promote mental health awareness and the resources our people can rely on, and work to promote a culture of caring through storytelling around mental health. The more people who are able to share stories of struggle and hope today, the more we chip away at this stigma facing all of those who struggle with mental health issues tomorrow.”

To learn more about SMART Map training and other resources offered by SMOHIT and jointly funded by SMACNA and SMART, please visit smart-union.org/ smart-map. To take the suicide prevention priority pledge, please visit WorkplaceSuicidePrevention.com and follow along on Facebook, Twitter, and Instagram @ workplacesuicideprevention ▪

Courtesy of A Construction Industry Blueprint: Suicide prevention in the workplace. Learn more at theactionalliance.org

Partners in Progress » August 2021 » 15

Keys to Introducing Wearable Safety Technology By / Kyle Hubregtse “Technology is taking us all over” is the most prolific comment I’ve heard lately, most recently from a crew member on a construction jobsite in the southeastern United States.

When introducing wearable safety technology, organizations must employ knowledge, listening, and patience.

It’s true that technology has permeated many aspects of our life. It’s now commonplace to have new technology in our pockets and on the limbs of our bodies as our interest in convenience, productivity, health, and well-being increases.

The early days of counting steps or calories were engaging, but technology has evolved significantly since then. Now, physiological data can be captured and analyzed in real time to promote peak performance and predict adverse health events, promoting interventions to change the course of a potential 16 » Partners in Progress » www.pinp.org

health risk. Such technical devices are increasingly being used by companies to monitor safety and productivity. The power of health data is bringing valuable benefits to both individuals and their workforce.

The choice to use a wearable device that measures and tracks personal health data is easier when wearers have confidence that the data the body is creating are safe and secure.

Smart wearables as personal protective equipment (PPE) are emerging on worksites, and the first question from a worker is often: “Is my personal data safe?” This is followed by questions such as “Where does my data go?” or “Who is watching me and my data?” and “Why is using wearables important?” These questions must be addressed and taken seriously… over and over again.

Consider that even worksite supervisors may have apprehension, given they are also employees and likely will be wearing the same or similar technology. They, too, may have certain on-site duties that cause stress on the body, even if those duties don’t involve heavy labor. By simply managing on-site in extreme environmental conditions, such as high heat or humidity, managers’ health data may also be collected and used to inform enhanced prevention and intervention procedures.

Clearly communicating how technology works, the benefits it provides to both the individual and the company, and the routing, visibility, storage, and deletion of data is vital at the onset of the use of any wearable technology. This information will need to be provided regularly to increase confidence and comfort with the technology and maximize its use and value.

Typically, during the early adoption stages, a common sentiment may arise among the workforce about technology, in general, taking over activities typically done by a worker or technology otherwise interfering with the work. Early adoption of any new technology causes apprehension, which can be addressed, again, through clear and consistent communications and open dialogue that considers input from all sides. Once technology starts to prove its value and concerns are allayed through its use, acceptance levels improve.

Industrial safety technology keeps workers safer on the job.

In the unfortunate case of an incident, when technology plays a role in a positive outcome—such as preventing an injury or saving a life—technology champions on the team will come forward. There is a strong culture among teams on a jobsite; everyone looks out for each other. When technology protects a worker from harm, it converts skeptics into believers and behaviors toward the technology become more supportive.

Technology champions are helpful because they educate their coworkers and encourage compliance. Health-monitoring wearable technology fits particularly well within this group culture, where people are used to watching out for each other’s well-being. One person seeing another faltering is an informal backup system to the technology, which alerts the worker when

© Can Stock Photo / djvstock

Start with an open mind and a will to listen, respond, and learn more, and communicate if you don’t have all the answers at first. Be proactive about asking workers of different experiences and perspectives if they’re nervous or apprehensive about the change and why. Engage Locals in the conversation.

his or her body is stressed. If the person under stress tries to push through the work and disregard warnings from the device to stop, it’s likely another worker will intervene and encourage the distressed worker to pay attention to the warnings and rest.

As any safety manager knows, it’s easier to make changes to procedures in collaboration with your workforce, not against them. This is particularly true with the integration of new technology. Start with an open mind and a will to listen, respond, and learn more, and communicate if you don’t have all the answers at first. Be proactive about asking workers of different experiences and perspectives if they’re nervous or apprehensive about the change and why. Engage Locals in the conversation. Know as much as you can about the problems that are being addressed with the change.

In the case of health-monitoring technology, it will be important to understand the physiological factors of the body that are being monitored and why they trigger interventions.

These include heart rate and core body temperature. It’s also important to remember that everybody is different, so situations will vary for every worker. Some will acclimatize more quickly to heat and humidity, for example, and some will have certain health conditions that require a work-rest schedule unique to their body. Knowing the information makes it easier to educate, encourage, and respond to questions and feedback from workers. This elicits greater trust in the technology and the reasons it is being used by the company. ▪ Kyle Hubregtse oversees global commercial operations, work-site setup, and user adoption for companies using Kenzen’s physiological monitoring technology. Kyle is a veteran of the U.S. Air Force and has spent 15 years working with military, global supply chain, and industrial projects focusing on strategy and project management in heavy industries, where health and safety have always been motivating factors in his career.

Reprinted with permission from ehsdailyadvisor.blr.com/2021/03/ keys-to-introducing-wearable-safety-technology-to-workers Partners in Progress » August 2021 » 17