M & P S p e c i a l t y I n s u r a n c e p r o v i d e s
i n s u r a n c e a n d r i s k m a n a g e m e n t
s e r v i c e s f o r h e a v y l i f t i n
i n d u s t r i e s .
I N D U S T R Y
I N D U S T RY
S P E C A LT I E S :
E E L E C T O R S
H E AV Y H A U L E R S
R A N E R E N TA L R I I N G
F A B R I C AT O R S
S P E C I A L T I E S : THE M&P DIFFERENCE IF YOU LIFT, ERECT,
S T R U C T U R A L M OV E R S
L i c e n s e d n a t i o n w i d e , M & P S p e c i a l t y I n s u r a n c e o f f e r s c o m p r
w e e n i
s u r a n c e p r o d u c t s , c o n t r a c t u a l d e t a i l , a n d r i s k m a n a g e m e n t p r a c t i c e s
$2,400 per year
Job Board and Applicant Tracking System
$10,000 per member
Ironworker Craft Training & Assessments Program
$10,000 per member SteelPros Training Portal
>$2,000 per year
Workers Comp Insurance Program provides Immediate 10% discount on Premium
$1,000+ per year Workers Comp Program provides opportunity to earn 5% return based on injury performance
$2,500 in first year & $1,250 each subsequent year
BBSI reimburses companies for achieving and maintaining AISC certification
$1,000 per member
SEAA Erector Members receive 50% discount on AISC Membership
THE OFFICIAL MAGAZINE OF THE STEEL ERECTORS ASSOCIATION OF AMERICA
SEAA is the only national trade association representing the interests of steel erectors, fabricators, and related service providers. Connector reaches both small and large contractors working in union and open labor markets.
Steel Erectors Association of America
353 Jonestown Rd, Suite 207 Winston-Salem, NC 27104
Roger Ridpath, Art Director roger@ridpathcreative.com 816-792-9669
ADVISORY COMMITTEE
Chris Legnon, Chairman, Cooper Steel Nathan Bloch, SDS2
Nick Caratelli, Nelson Stud Welding
Oliver Gleize, OTH Rigging
John Hughes, Industrial Training International
Kris McLean, High Plains Steel Services
Jackson Nix, Shelby Erectors
Michael Waltman, Group Steel Erector
Allie Sylvester, U-Vest Financial
John Hegarty, Bowman Steel
Todd Macintosh, JPW Erectors
Connector™ is published quarterly by the Steel Erectors Association of America 353 Jonestown Rd, Suite 207 Winston-Salem, NC 27104
Copyright 2024 by the Steel Erectors Association of America. No material may be reprinted without permission from the Executive Director. While the information and recommendations contained in this publication have been compiled from sources believed to be reliable, the Steel Erectors Association of America, its affiliates, employees, contributors, writers, editors, designers, photographers, and media advisory committee, makes no guarantee as to, and assumes no responsibility for, the correctness, sufficiency or completeness of such information or recommendations and cannot be held
Forging Strength. We are Better Together.
Beneath the towering giants of structural steel buildings lies an equally important aspect of construction—hidden from plain sight. The reinforcing steel in the foundation is equally crucial to the integrity of the structure as the structural columns and beams. Likewise, what’s a structure without a floor or roof deck?
In the same way, the members of SEAA bring different specialties and areas of expertise, and together we are stronger as an industry. We are made up of structural steel erectors, reinforcing steel placers, decking contractors, and metal building erectors. We are all steel erectors—working closely with steel fabricators, who are also members. In many cases, member companies perform more than one of these services.
As an ironworker that has experience in all aspects of steel erection mentioned above, I speak from experience that SEAA has both tangible and intangible benefits for business owners of all these specialties. As the incoming President of SEAA, I am reminded of the crucial role each of us plays in shaping the skylines and infrastructures of our communities.
The tools and techniques of decking, rod placing, or structural erection varies, reflecting applicational differences. Rodbusters use tie wire, reels, & pliers to secure steel rods. Deckers use screw guns, steel pin setters and welding to secure steel deck pans. Structural ironworkers rely on spud wrenches, sleaver bars and welding to erect steel columns, beams and bracing. All aspects of the trade use cranes, hoisting equipment and lifting devices that require qualified riggers specific to their craft.
What we have in common
But the differences stop there. As business owners we have more in common than not. We all need trained workers. Safe and efficient operations are critical to each of us. We must work in coordination with other trades, dealing with pushed timelines, logistics challenges, and changing work orders. Contract language, employment
Jack Nix is Chief Operations Officer for Shelby Erectors, Inc., and President of SEAA.
law, insurance issues are the same for subcontractors, regardless of your specialty.
There is a misperception that SEAA is just for the structural steel construction industry. In fact, among SEAA’s founding members were rebar, structural steel, and decking companies. Today, we offer a custom Reinforcing Steel Ironworker and Structural Ironworker Levels 1-3 training curriculum that meet NCCER credentials, our DOL-approved Apprenticeship Standard provides a tool for creating formal training prescriptions for both Structural Steel and Reinforcing Ironworkers, we have an online training portal with content that applies to many aspects of ironworking, including rigging—something we all do on a daily basis.
Intangible benefits
More valuable than even these tools are the intangible benefits that come from networking with your peers, learning about best practices, staying informed about technology trends, and more. It is impossible to tap into that if you don’t get engaged. “Networking!” is the #1 thing mentioned that SEAA does well according to recent post-event surveys of attendees from the 2024 Convention & Trade Show. When that is coupled with the fact that our members were also described as “down to earth,” it’s testament that this is a group that checks their egos at the door.
There’s no other subcontractor owner organization out there that focuses on what we do—building with steel. My goal as SEAA’s next president is to continue to grow our membership, but especially among my reinforcing steel and decking contractor colleagues.
I am continually inspired by the dedication and skill required of the reinforcing, structural, and decking ironworkers who go to work for our companies each day. These professionals exemplify the best of what it means to work in construction—combining strength, precision, teamwork, and an unwavering commitment to safety. As owners, operations managers, or safety professionals, we owe it to our crews to continue to up our game as well. •
EVENTS & ACTIVITIES
Summer Board of Directors Meeting
July 25, 2024
Steel Connections
July 25, 2024
Peer Group
3:30 pm to 5:30 pm
Meet & Greet
6 pm to 8 pm Westlake, Ohio
Fall Board of Directors Meeting
September 12, 2024
Steel Connections
September 12, 2024
Peer Group, Meet & Greet Broomfield, Colorado
Dave Schulz Memorial Golf Tournament
September 13, 2024
ASSOCIATION NEWS
■ SEAA Honors Association Leaders at 2024 Convention and Trade Show
During the 2024 Convention and Trade Show in Glendale, Arizona, association leaders were recognized for their passion and dedication to the association and the steel industry as a whole.
David Deem, President of Deem Structural Services and outgoing SEAA President, received the association’s highest honor, the William Davis Service Award. In addition, he shared the inaugural Top Trailblazer award with Jack Nix, Chief Operations Officer for Shelby Erectors, and incoming SEAA President.
“The William Davis Service Award is not presented lightly. This award is reserved for individuals who have demonstrated a life-long commitment to service in the steel construction industry,” said SEAA’s Executive Director. R. Pete Gum.
Deem has been active in SEAA for nearly 30 years, serving on the Board of Directors at various times through the decades. He was named SEAA Person of the Year in 2019.
Chris Legnon, Vice President Technology for Cooper Steel and SEAA Marketing Committee Chairman, was named SEAA’s 2024 Person of the Year. Legnon joined SEAA’s Board of Directors in 2015 and has served on the Media Advisory Committee for Connector magazine since 2017. That role was expanded in 2021 when he took on Chairman of the newly formed Marketing Committee.
“Chris has been a constant and reliable presence through the redesign of Connector, website rebuilds, and strategic marketing initiatives,” said Tracy Bennett, Editor of Connector.
Trailblazers Lead Member Recruitment
New this year was the Trailblazer Award, given to any individual who recruited three or more new members in the previous year. The Top Trailblazer is reserved for the person who recruited the most members.
“It doesn’t come as a shock that David Deem and Jack Nix, our outgoing and incoming Presidents, respectively, recruited the most new companies. We already knew that David and Jack are passionate about the associations. Their fierce battle to win this new award ended in a tie, but getting to see them both in their gold Trailblazer jackets was priceless,” said Gum.
The other Trailblazers were Tracy Bennett, President of Mighty Mo Media Partners and Editor of Connector, and Geoff Kress, President of Gardner-Watson Decking.
“Since the Covid pandemic, SEAA membership has grown by 40% and in 2023 we secured a 96% member retention rate—a first for the association,” said Jack Nix, outgoing chairman of the Membership Committee. “We came up with the Trailblazer award in order to tap into that excitement and set us up for sustained growth. We wanted to provide an incentive to our members so that we can keep the momentum going and continue to provide resources and support for all steel professionals. At our 2025 Convention in Pittsburgh, I want to see a stage full of people wearing Gold Hard Hats,” said Nix.
David Deem, Tracy Bennett, Jack Nix, and Geoff Kress (far right) receive gold Trailblazer hard hats.
David Deem and Jack Nix Awarded as Top Trailblazers
Chris Legnon (center) receives 2024 Person of the Year award.
David Deem (center) is presented with William Davis Service award.
Geoff Kress
Interlocken Golf Club Broomfield, CO
Friday, September 13, 2024
Omni Hotels & Resorts
Thursday, September 12, 2024 Board Meeting, Peer Group and Meet & Greet
■ SEAA launches Stand Up for Mental Health page
Within the industry, ironworkers and rodbusters are even more at risk of dying by suicide than other types of construction workers. “As SEAA was made aware of the staggering statistics surrounding mental health and suicide rates in our industry, the association’s Board of Directors made the decision to join other industry stakeholders to provide education and resources for our members,” said R. Pete Gum, Executive Director. Along with the Construction Industry Alliance for Suicide Prevention, SEAA pledges to STAND Up.
In May, the associations created a Stand Up for Mental Health resources page, with construction-focused resources and training materials (in Spanish and English). On this page, you will also find a list of events that will be held throughout the year that help bring awareness to the issue. “SEAA encourages everyone to use these events and resources as a way to prepare your teams for the conversation surrounding mental health and suicide prevention,” said Gum.
■ SEAA Members Stand-Down to Prevent Falls
SEAA member companies participated in OSHA’s 2024 National Safety Stand-Down to Prevent Falls in Construction this past May. Fatalities caused by falls from elevation continue to be a leading cause of death for construction employees, accounting for 395 of the 1069 construction fatalities recorded in 2022 (BLS data), and the National Stand-Down aims to raise awareness in an effort to stop fall fatalities and injuries. Check out photos on our Gallery.
This year’s printable poster featured R.A.D. Ideas for Fall Prevention, focused on Research, Awareness, and Delivery. SEAA’s Fall Prevention Stand-Down resources page is available yearround. Download it from our Safety Stand-Down page. •
PRODUCT FOCUS
■ Lifting over Manhattan
Metropolitan Walters, a steel erector in the Tri-State area, faced a unique challenge when working on a project for the Hospital for Special Surgery in Manhattan. The jobsite was located above FDR Drive and was surrounded on all sides by water, roadways, and buildings. Steel and other supplies had to be barged in and lifted by tower crane.
In order to install a pre-assembled, pre-reeved tower crane for the job, another tower crane had to lift it into place. This required complex rigging. Rigging rental supplier LGH provided 170-ton modular spreader beams that could adjust to the right length. Other specialty rigging gear included 25-ton air chain hoists, 85-ton shackles, 100-ton and 45-ton round slings.
■ Full Brim Face Shield from Studson
STUDSON has announced three face shields, the Arc Flash Tint Welding Shield, the Clear Shield, and the Shade 5 Green Tint Shield. The shields integrate seamlessly with the STUDSON full brim ANSI Z89.1 Type II safety helmet, bypassing the need to custom fit a shield or to swap PPE mid-job. Studson’s welding shields all feature an ergonomic design. The weight-compensating slotted cap bracket reduces the strain felt when the shield is stowed, offering better balance and comfort.
■ No Welding Required for Simpson Strong-Tie’s YieldLink® Brace Connection
Simpson Strong-Tie’s Yield-Link® Brace Connection (YLBC) for structural steel applications is used to dissipate energy through a fuse connection, creating a resilient steel frame that protects beams, columns, and braces during seismic and wind events. The YLBC requires no field-welding, helping to reduce testing and inspection costs. The Yield-Link connections are designed to absorb damage and are easy to replace, allowing for less costly repairs and shorter recovery times after significant seismic and high-wind events.
■ JLG Upgrades 40 ft Class Scissor Lift
The new ES4046 electric scissor lift from JLG Industries boasts 40 percent more duty cycles than its predecessor R4045. The two zone rated scissor lift has indoor height of 39 feet and outdoor height of 28.5 feet, and is the lowest gross-weight scissor in its class. A zero turning radius provides access to narrow aisles and tight overhead spaces. In 2024, JLG will introduce a lithium-ion battery option to offer fast charging.
■ New Micro Scissors from Skyjack
Skyjack has launched a new micro scissor line featuring 13 ft and 19 ft platform heights. The SJ3213 and SJ3219 micro scissors fit most passenger style elevators and can travel through a standard door with rails up. Other features are AC electric drive, 500lb platform capacity and 20 in. rollout extension.
■ The Ultimate Stick Welder with Advanced TIG Features
Lincoln Electric introduces Sprinter 180Si stick welder for stick welding combined with advanced TIG functionality. For stick welding, it has maximum output of 180 amps. Operators can weld up to 5/32inch electrodes (6010/7018) and can choose a dedicated 6010 mode for cellulosic stick electrodes. It also delivers 200 amps for TIG welding with advanced features including, pulse mode, a choice of high-frequency or lift start options at the push of a button, and other TIG-ready capabilities. It is portable, weighing less than 20 lbs.
■ MAX USA Improves Cordless Rebar Tying
MAX USA has added RB443T rebar tying tool to its TwinTier platform. The RB443T integrates autoload assist, which accelerates wire loading. An accessible trigger requires 50 percent less effort compared to its predecessor, the RB441T. This tool provides a tying speed of less than half a second per tie, approximately 40 percent faster than the RB441T.
■ Magni Rotating Telehandler reaches 120 feet
Magni Telescopic Handlers has released the RTH 10.37 rotating telehandler, with a lifting height of 120ft. 5-in. and a maximum lift capacity of 22,700 lbs. At maximum height, it maintains a capacity of 17,600 lbs. The RTH 10.37 is equipped with Magni’s patented out rigger system. To ease setup, intuitive automatic leveling is accessible through the digital display. This ground breaking technology dynamically adjusts the load chart based on outrigger configuration, ensuring operation within safe limits during rotation and lifting tasks. With dozens of compatible attachments, the RTH 10.37 serves as a versatile 3-in-1 solution, functioning seamlessly as a telehandler, RT Crane, or Aerial Work Platform.
Liebherr Mobile Cranes Arrive in the U.S.
Liebherr’s MK series of mobile construction cranes have officially arrived in the United States. These innovative cranes, which combine the height and reach of a tower crane with the maneuverability of a mobile crane, are capable of positioning themselves directly alongside buildings. SEAA Member, SL Chasse Steel is eagerly waiting for the arrival of their new MK 88-4.1. Stephen L. Chasse, President of Chasse Steel says, “There’s nothing else like it in the industry. The MK is perfect for mid-rise building projects where the crane needs to be set up close to the building for space reasons.”
■ New 80,000 lbs. Capacity XL Knight Trailer
XL Specialized Trailers has launched a new trailer model, the XL Knight 80 MFG. The 48-ft. long detachable gooseneck has an overall capacity of 80,000 lbs. The trailer offers 29 ft. of main deck loading space and a loaded deck height of 18 in. for versatile hauling. Swingout outriggers can be added to the main deck for hauling over-width loads. A 2x2 ft. cutout in the rear transition provides additional space for equipment, and the two-axle wheel area is prepped to accommodate a third axle if needed. •
Steel Erection Equipment Solutions
Red-D-Arc provides steel erection companies with a wide range of welding and welding-related equipment, ensuring they have the tools necessary for efficient and high-quality projects. Equipment rental and lease options offered by Red-D-Arc enable steel erectors to access specialized welding equipment without the need for large upfront investments, streamlining operations and increasing productivity.
HEATING
Pre & post-weld efficient heat treating equipment for any application including steel erection, bridge building and other unique infrastructure work.
POWER GENERATORS
Experience dependable, uninterrupted power supply with generators and portable power distribution panels. Accompanied by our portfolio of creative power solutions.
By John Miebers
Set Projects Up for Profitability MANAGEMENT
How to apply Work in Progress (WIP) to construction accounting methods
Maintaining profits and keeping jobs on track is not easy in the construction industry. There are bills to pay, materials to order, teams to manage and everything else in between. That’s why you need accurate, real-time Work in Progress (WIP) reports to keep projects running smoothly—and to grow your bottom-line profit.
Work in Progress (WIP) is an essential part of construction accounting. It calculates the progress of all ongoing work, allowing you to see what’s been done and what’s left to do—helping you manage budgets effectively. This information can then be used to generate reports and track project development using “percentage complete” figures.
John Meibers is Vice President and General Manager of Deltek ComputerEase. He has over 35 years of experience serving the construction industry, more than 20 of those years in leadership roles at Deltek ComputerEase, which is a finance and project management tool for contractors.
If, for example, a WIP report shows that a project is 30% complete but has used up 70% of its budget, you can likely predict it will go over budget. As such, this encourages a more proactive than reactive approach to project management allowing companies to take action before it is too late.
In addition, WIP reporting enables you to create accurate financial statements, outlining exactly what was spent on individual projects and where. This can then be used to inform wider decision-making, especially concerning the business’s overall financial health and growing bottom-line profits.
How to Calculate Work in Progress
Calculating WIP allows you to see whether a project has been over or underbilled.
Overbilling happens when you’ve charged more than needed for the work completed. While this can positively
impact cash flow, it could also mean that the work is being completed slower than expected, rather than just being billed in advance. It may also leave contractors out of pocket further down the line if they’re unable to finance jobs later in the project.
Underbilling occurs when contractors bill for less money than what was earned for the work completed to date. This can be problematic for negative cash flow and can leave you in charge of financing the rest of the project.
In order to calculate whether a project is over or underbilled, you’ll need to know the projected cost at completion or revised estimate. Once you calculate your projected cost you can calculate the percentage of work completed to date and the earned revenue to date.
The percentage of work completed relies on a simple calculation of the actual costs to date divided by the revised estimated costs.
Actual Costs to Date / Revised Estimated Costs = Percentage of Work Completed
You can then use the percentage of work completed figure to calculate the earned revenue, multiplying it by the total estimated profit (Contract Amount minus Revised Estimated Costs equals estimated profit).
Percentage of Work Completed x Total Estimated Profit = Earned Revenue
You can then calculate the over under billing by subtracting the earned revenue to date from the (total amount billed minus the total cost to date).
Billed to Date – Cost to Date – Earned Revenue = Over (if positive) or Under (if negative) Billed
A Steel Erector Example
Let’s examine a Work in Progress (WIP) scenario tailored for a steel erector company, which we’ll call Steel E Inc. This firm is engaged in a $2,000,000 job; the steel decking portion is worth $500,000 with a budget of $400,000.
For the steel decking portion, Steel E Inc. has incurred actual costs of $200,000 to date and has invoiced the client $250,000 so far. While they have spent 50% of the budget, they have only completed 40% of the work, so at this pace, they now have a projected cost of $500,000.
To determine the earned revenue to date for the steel decking, Steel E Inc. would multiply the percentage of completion (40%) by the total estimated profit ($0). This calculation indicates that the company should have an earned revenue to date of $0.
By subtracting the earned revenue to date ($0) from the invoiced amount ($250,000) and then subtracting the cost to date ($200,000), we arrive at a positive value of $50,000. This result indicates that Steel E Inc. has overbilled for the steel decking portion of the project by $50,000.
How often should you run a WIP report?
The frequency for running WIP reports depends on your business goals. If you run regular financial reports and have a lot of ongoing projects, you may decide to create WIP reports monthly or weekly. Other businesses may opt for quarterly WIP reports, while some only run them at the end of projects. However, if you run a WIP report based off of the previous week’s or month’s data, your decisions are already a week or month
behind actual costs—making you unable to make critical decisions in a time-sensitive matter. It’s a best practice to create a company-wide WIP report and a WIP report for each job to give you greater oversight of the well-being of your company as a whole, and of individual project progress.
Calculation Methods
The key component of the WIP report is the projected cost which is needed to calculate the percent complete. The percent of budget spent is very rarely an indicator of the actual percent of work completed. Rather than use the percent of budget spent as the percent of work completed many businesses use additional methods to calculate their projected cost when creating their WIP report. The three methods most commonly used to calculate the projected estimations of the following:
• Percentage complete: Track progress using the estimated percent complete to calculate the revised total estimated cost.
• Units complete: Compare the number of units completed with the total amount of units budgeted to calculate the percent complete and then use the percent complete to calculate the revised estimate.
• Cost-to-finish: Add the total amount
spent to date to the estimated cost to finish to calculate your revised budget.
Common mistakes to avoid
WIP reports are only reliable when used correctly. It’s easy to simply compare the total costs spent to date with your estimated budget and assume that a project is running smoothly if your cost spent to date has not exceeded your budget. But, using multiple calculations, you can see a more accurate picture of a project of where the job stands, including if it’s been over or underbilled. For instance, you may assume that a project is 60% complete simply by comparing the costs to date with your estimated budget. But the percentage spent doesn’t mean the percentage complete. While you may have spent 60% of your budget, the work could be only 40% finished.
Keeping on top of your WIP report using multiple calculation methods is therefore crucial for accurately scoping projects. This allows you to identify potential problems early, such as chasing invoices for payments or re-evaluating budgets where costs are adding up. Here are some other WIP pitfalls to avoid. Not tracking committed costs: Committed costs are those you are committed to paying, such as employee wages or material or subcontract costs that you have committed to with a purchase order or subcontract
WHAT SHOULD A WIP REPORT INCLUDE?
So, we know that WIP reports show a construction project’s status, but what information do you need? Generally, WIP reports should include:
● The total current value of the contract
● The amount of revenue received to date
● The total original estimated costs
● The amount billed to date
● Revised estimated costs
● Percentage completion of the project
● The total costs to date
● Whether a project is currently over or underbilled
Want to learn more? Additional articles and recorded webinars on topics such as, How WIP Can Work For You, Deep Dive into Construction Work in Progress, and Understanding Overbilling vs. Underbilling, available at Deltek.com
Change Orders and Cash Flow
One of the peer groups held during SEAA’s 2024 Convention in Glendale, Arizona, addressed change orders and the impact this has on an erector’s business. The discussion was led by Todd Macintosh, Executive Vice President of JPW Erectors, Inc., Syracuse, New York. “The change order-slow pay issue is not just isolated to our business. Other subcontractors experience the same frustration,” he said. Macintosh recommends working through associations that you belong to give voice to the problem. “SEAA members should be unified on this issue. It’s the only way to get the traction it needs,” said Macintosh. After discussing this with other erectors at SEAA’s convention, here were Macintosh’s primary takeaways.
1. Bid drawings are less complete than ever and this is leading to more change orders.
2. Every erector in the peer group session experiences the same slow pay issues with change orders.
3. The sentiment is that erectors are tired of financing projects with change order work and delay payments.
4. No one person had the “magic bullet” for the solving the problem but we agreed that it should start with a solid proposal and defined scope.
agreement. These need to be accurately tracked to ensure your project remains profitable and the WIP report is accurate. Entering figures incorrectly: It’s easy to miss an extra zero or enter a "4" rather than a "5." Incorrect figures caused by human error can greatly impact the WIP data and subsequent calculations.
Not running regular WIP reports: WIP reports need to be created regularly to keep up to date with the progress of jobs and ensure they run efficiently. Otherwise, budgets may be exhausted before you even have a chance to rectify the issue.
Using overbilling as profit: Overbilling is not profit; it’s cash flow to be used for future
6. Make sure change order language and Time & Materials rates are accepted before the contract is executed.
7. Always remember to communicate, along with the cost of the change order, but also any additional time needed to do the change order work. Even if there’s push back, the notes will be on the change order as reference.
8. Make sure to get written authorization for the change order work, by the authorizing person, whether that’s the fabricator or CM/GC.
5. Best practices include negotiating the right language into contracts regarding change orders and payment time frame of the change orders. This could mean including contract language that says you have the right to stop or refuse further change order work until paid for previous change orders. (Todd prefers to establish a set number of days by when the change order must be paid, such as 60 days from the completion of the change order work.)
9. It’s ok to say no and push back a contract negotiation time.
scheduled work. If businesses use this for a profit, it may leave projects without funds to continue.
Not linking the WIP with P&L statements: Using WIP reports allows you to identify over and underbilling amounts. These must be reflected in the business’s profit and loss statement and balance sheet to provide an accurate snapshot of its financial health.
Delayed tracking of expenses and costs: Tracking expenses and costs in real-time makes your WIP more accurate. Otherwise, the budget may show a profit, but you’re forgetting to account for expensive bills that haven’t been added yet.
Manual data entry and calculations
are time-consuming and leave plenty of room for error. So, investing in construction accounting software is a good idea to help things run smoothly and avoid errors because it is automatic.
The right software will provide you with real-time updates on project progress, so you can accurately keep track of jobs and budgets. Importantly, accounting software allows you to identify problems before they affect the progress of a job and eat away at your profit margins. Tight deadlines and thin profits mean you can’t afford errors or delays in construction WIP reports. So, making sure you select the right software is crucial. •
A Model for Organizational Change Management
Using analytics to drive risk culture upgrades
Digital transformation is changing customer experiences, business models, and operations across most industries.
In steel construction, contractors can analyze digital data from past accidents to help build a culture that continuously improves safety. That kind of safety culture prevents accidents, saves lives, and reduces the likelihood of lawsuits.
Establishing an effective process for continuous safety improvement requires contractors to transform compliance-based mindsets to a holistic view of safety culture. Companies can use advanced tools like risk analytics to look at the causes of past incidents in order to reduce or eliminate them in future. In a true safety culture, legal compliance is a natural outcome instead of the primary driver.
Cranes are a critical tool in steel erection. To apply risk analytics to the use of cranes, Crane Risk Logic’s Information Exchange captures crane accident and non-accident data, forming the foundation for risk analytics wherever cranes are used, but implementation requires a focus on organizational change.
Kevin Cunningham is President and CEO of Crane Risk Logic, which provides science-based crane risk improvement services. SEAA is a trade group member of the Federation for Crane Risk Improvement, designed to facilitate information exchange.
People, Process and Technology
Effective safety sits at the intersection of your people and process. Risk analytics can tell an erector which changes in behaviors and processes will do the most to reduce its risk of accidents.
Making those changes requires an erector to break away from the status quo and mentality of “this is how we have always done things.” But merely developing and deploying automated software won’t do the job. Your people are key to safety innovation. The more data they put into the system, the more information the program can analyze in order to recommend, in real time, ways to reduce your risks.
Risk analytics models can help organizations use data, experiment, and innovate
much faster than they could before since the data tells which changes will do the most good. As a result, continuous safety improvement becomes a part of daily operations.
A Model for Change Management
There are four phases in organizational change management.
Phase 1: Initial excitement. In the early phase, people are excited and open minded about the benefits the transformation will bring the company. As more details emerge, they start asking how the initiative will impact their roles. They become more informed and more inquisitive. They start to realize the potential consequences on their day-to-day duties and responsibilities.
Phase 2: Realization of effort and complexity. This is the most critical time in adopting the new culture. If questions go unanswered, employees build their own narratives, which are almost always ill-informed. Fear and panic can thwart motivation. Staff may handicap themselves or their teams with unrealistic goals and poorly thoughtout plans. They may seek delay tactics, such as extensive analysis, over-engineering, or unneeded complexity.
Phase 3: Integration. Eventually, the chaos of realization passes. Employees and other stakeholders discover how culture transformation through real-life, real-time
analytics affects them and their safety. Your people start to have a vested interest in positive risk-culture outcomes, and try to align to the company’s new way of thinking.
Phase 4: New confidence and continuous improvement. Finally, your workforce accepts continuous improvement through ongoing risk analysis as a normal process of your business.
When the culture change is well assimilated, your workers engage deeply with risk analytics. Their performance aligns fully with continuous risk-improvement practices. Team members feel a sense of accomplishment and are open and honest about what is at stake. Workforce leaders directly involved in the project start to actively recruit new believers. Their implementation crawl evolves into more of a fast walk or slow jog, as culture transformation becomes contagious throughout your organization.
Next are lessons on digital change management from James Davidson of CMS WIRE, a business strategist for the 75 Summit Enterprise. According to Davidson, there are five stages of digital change management.
Prepare. To garner the necessary support, leaders are often laser-focused in this phase on business intelligence and securing funding and resources against their grand plan. What is frequently missed is laying the right foundation for driving change from the start. The process should include:
• Developing a digital transformation charter that articulates your business goals and the strategies to achieve these goals.
• Identifying executive stakeholders and functional change agents. They will be key to removing roadblocks and creating
How Employees React to Change
advocacy, if brought in early.
• Creating or aligning with a center of excellence (COE) to manage all digital transformation efforts and the governance structure.
• Maintaining a change backlog to start tracking and mitigating risks (employee resistance, retirement of legacy processes, etc.). Your goals are to create visibility for your program, activate change advocates, and document your biggest, most immediate risks. Define. This phase typically involves selecting desired business outcomes, uncovering audience value through journey mapping, defining requirements, designing the user experience and solution
elements, and documenting your execution roadmap. These are all key inputs to your change plan.
Additional change management activities should include:
• Holding regular steering meetings with your COE stakeholders, impacted functional leaders and change agents to refine your vision and plan.
• Conducting an organizational readiness assessment that covers team structure and sponsorship, governance, adoption, measurement and communication.
Your goal is to identify key tactics that will drive your intended change by your target audiences and in what order (pre-launch, at launch, post-launch) they will be most impactful.
Design. This is the phase in which the digital transformation blueprint is finalized. Wireframes, interactive prototypes, proof of concepts, high fidelity designs, solution architecture charts, integration mapping, and data modeling help bring the vision to life for a broader set of stakeholders. From a change perspective, this phase is when the inputs from the previous phases are formed into a plan that will inform your Build phase.
Your change goal is to activate your change workstreams to create their tactical work plans and schedules.
Build and Verify. While highly differentiated from a development perspective, the Build and Verify stages can be grouped when considering impactful change management approaches.
Build and Verify is when your digital transformation becomes real as developers execute against your product backlog. This is also where change management fortitude begins to flounder.
Progress is easy to measure in terms of the development of working code, so the more intangible elements are often de-prioritized. Typically, in digital transformations destined for failure, leaders entering the Verify phase begin to organize a change management workstream.
Successful organizations, on the other hand, merge their project management tools, combining requirements and user stories with the previously defined change management plans and tasks. Having one project management environment inclusive of requirements and business tasks forces collaboration and discussion between change leads, project managers, and developers. Change management activities should be included in the same planning sessions, reviews, and daily stand-ups as development items.
Launch phase is the most critical moment for any change management team. It’s time to drive the change and adoption of the digital tool. If change management has been properly integrated into the digital transformation initiative, your change team should have already completed most of the work. All of the Pre-Launch activities are completed, key stakeholders are trained, business processes have been created or adapted, and measurement plans are in place and awaiting user data. Your goal in this phase is setting up for sustaining change.
There is a vast amount of information available on crane risk analytics. Applying that to “art of the possible” thinking at your company may first require some inner reflecting on your safety culture. However, by combining proven stages of effective change management with digital transformation phases via risk analytics safety in crane and steel erector trades can be materially improved. •
COVER STORY By Tracy Bennett
Wall-to-Wall Dilemmas
Erectors find elbow room on jobs with cramped quarters
Representatives from Porter Steel, All Things Metal, and Cumberland Steel participated in a panel discussion regarding the winning Projects of the Year during SEAA’s 2024 Convention.
Three of the five winning Projects of the Year–presented by SEAA in April 2024 to members from Arizona, Georgia, and Kentucky– shared common challenges of space constraints and difficult site access.
In Atlanta, Georgia, Porter Steel, Inc., had to deliver materials for an 8,625 lb AESS staircase to be installed between 9th and 10th floors of an office building using a 5 ft x 8 ft elevator. Likewise, All Things Metal faced setting structural steel by hand in the basement and upper floors of a 100-year-old building conversion into a posh boutique hotel. Located in downtown Phoenix, Arizona, the building was hemmed in on one side by a light rail line.
At 691+ tons of steel erected, Cumberland Steel Company’s project was on a larger scale than the other two. However, they faced similar difficulties building an immersive sports, entertainment and arts venue in The Colony, Texas. The jobsite location was not much larger than the overall footprint of the structure itself, and had residential buildings on two sides, access roads that could not be shut down, and several other active projects surrounding it.
SEAA’s Project of the Year award is open to members performing Miscellaneous Metals or Structural Steel work. Projects are judged against others of similar steel erection contract value. Submissions for the 2024 award could come from projects that topped out in 2023 or 2024. This article is Part One in a Two Part Series. The remaining winners will appear in the Fall issue.
IN THIS ISSUE
VISA Office Staircase, Atlanta, Ga. Misc. Metals Class II (up to $500,000)
Erector: Porter Steel, Inc.
Fabricator: Porter Steel, Inc.
Detailer: Blanco, Inc.
Architect: Interior Architects PC
Structural Engineer: SE Shear Structural
GC: Leapley Construction, Inc.
Contract Value: $349,978 | Tons of Steel: 4.3 | Topped Out: June 2023
Luhr’s Moxy Hotel, Phoenix, Ariz.
Misc. Metals Class II (over $500,000)
Erector: All Things Metal, LLC
Fabricator: All Things Metal, LLC
Detailer: Hi-Q Design, Inc.
Architect: FFKR Architects
Structural Engineer: PK Associates
GC: Oakland Construction
Contract Value: $884,942 | Tons of Steel: 45 | Topped Out: June 2023
COSM Grandscape Entertainment Venue, The Colony, Texas
Structural Class II ($500,000 to $1 Million)
Erector: Cumberland Steel Company
Fabricator: SteelFab Texas
Detailer: Prodraft
Architect: HKS Inc.
Structural Engineer: HKS Structure
GC: Rodger O’Brien
Contract Value: $945,871 | Tons of Steel: 691 | Topped Out: October 2023
Next Stop 9th Floor
VISA desired a beautiful, monumental staircase to connect the 9th and 10th floors of its office. The high-end design of AESS steel, glass, and wood challenged the design team, fabricator, and erection team.
The project started in Porter Steel’s fab shop, Lilburn, Georgia, where the stairs were fabricated in five sections. Each section weighed between 1,366 and 2,140 lbs. The challenge was getting the sections to the project location, where they were moved one at a time after delivery at the street level loading dock. Each section had to be rolled into the building on carts, then transported in a freight elevator measuring just 5 ft x 8 ft. Each section was rigged and welded on site.
The focus for the erection team was on managing the weight, size, and logistics to make installation possible in the restricted space. “Our team consisted of four ironworkers on the ground, two in the elevator, and two on the 9th floor working with a gantry system installed on the 10th floor to move each section into place,” Joel Hall, Vice President of Operations. This project required workers with a wide array of skills to do the material handling, rigging, and welding.
“Because the office building was occupied, all of the heavy lifting had to happen at night and we had to clean up the work area before the day time trades arrived the next morning,” said Hall.
Essential gantry
The 2-ton capacity gantry was a critical piece of equipment for efficiently installing the stairs. The team selected a gantry with
aluminum construction, to allow flexibility for meeting weight restrictions. “It also broke down into three pieces making it easier to move on site,” said Hall. Other key features were its adjustable height, locking casters, and locking wheel.
The gantry was paired an underhung sliding beam clamp and a 2,800 lb electric hoist. “This setup enabled us to easily transport materials within the floor opening, enhancing our productivity on the job,” said Hall.
The staircase was installed from the top, starting with the uppermost section. Once the piece was delivered to the 9th floor by elevator, the team would position the stair section underneath the opening in a vertical orientation. “The chain falls would then be used to turn the section into a horizontal orientation in a controlled manner. Once the stair section was hoisted into place, we would use a temporary beam and two chain falls to secure the stair section from above,” explained Hall.
Due to the significant amount of welding required in a space where other workers were present, stick welding was not a viable option due to the excessive smoke and odor. Instead, Porter Steel utilized wire welding with a wire/gas combination. “The general contractor provided us with sufficient power to operate multiple machines. Additionally, we used higher quality automotive body filler to ensure that the final product met premium AESS industry standards,” said Hall.
Five sections of fabricated stairs, weighing between 1,366 and 2,140 lbs., were moved one at a time in a freight elevator measuring just 5 ft x 8 ft.
Each stair section was rigged and welded on site. A 2-ton capacity gantry equipped with underhung sliding beam clamp and 2,800 lb electric hoist was critical to making that possible.
The restricted work space also required all heavy lifting to take place at night, which required daily clean up before the day time trades arrived the next morning.
Muscling Old Building into Life
With a vision of realizing a truly unique mixed-use property for downtown Phoenix, Arizona, the project owner acquired the historic Luhrs office building to convert it into an upscale Moxy Hotel, a Marriott property. The 100-year-old building’s façade was to be untouched in an effort to preserve the historical integrity of the landmark.
In order to breathe new life into this century-old building took sheer muscle and ingenuity for All Things Metal, Phoenix, which served as both fabricator and erector for the job. “This project demanded a delicate balance between preserving the building’s rich heritage and implementing modern upgrades. The complexities of working with an aging structure, steeped in history, required meticulous planning, expert craftsmanship, and an unwavering commitment to maintaining the building’s authenticity,” said Linda Bobbitt, Estimating Manager.
If the walls could talk
Getting steel inside the building and erecting it in the basement and upper floors of the building proved the most challenging aspect of this job, which was compounded by navigating unforeseen structural issues. The building’s foundation, materials, and architectural nuances, reflective of a bygone era, demanded a thorough understanding to ensure that any modifications seamlessly integrated with the original design.
“We went through a lot of drill bits drilling into the old concrete,” said Derek Szostak, Detailing Manager and Project
Management Team Lead. “They didn’t use conventional rebar back then,” he added. And in other areas, what remained of the concrete was aggregate and exposed mesh inside the walls. “These areas required epoxy anchors to compensate for the missing concrete,” he said.
In other places, original exterior brick was covered in plaster. Once the plaster was removed, the team discovered windows and doors that had been “repaired or filled with a mish-mash of block, brick, and grout stuffed inside the holes,” explained Szostak. When tying steel into some of the existing exterior brick walls, the crumbling brick had to be rebuilt and grouted to make the connection structurally acceptable. In addition, there were multiple areas that required mold and asbestos abatement before steel could be installed.
The second challenge was the logistics of coordinating deliveries and maneuvering construction equipment within an urban location without disruption to neighboring structures. Access was further limited by a light rail line located adjacent to the building.
Getting to work
The space to stage all equipment and materials for each day was just a 50 ft x 8 ft area. “The team only had use of half of an alleyway. Fortunately, our company has a storage facility that was located just six blocks away,” said Szostak, which gave them a staging area to move materials from to the site. If possible, materials were moved
Fitting steel into extremely tight spaces also required avoiding plumbing and electrical conduit, which supplied power and water to upper level floors that remained occupied during construction.
New steel framing was literally manhandled into place using forklifts, material hoists, gantries, chain falls, and pure ironworker muscle.
by forklift or on a trailer from the storage facility, “and some got their steps in walking the back and forth with flags for traffic control,” said Szostak.
“New steel framing was literally manhandled into place using forklifts, material hoists, gantries, chain falls, and pure ironworker muscle,” said Szostak.
Supports for the new HVAC equipment were lifted by forklift onto a custom support
The team only had half of an alleyway in which to stage all equipment and materials for each day.
attached to personnel lifts, then slid off the support at each floor. Once in position, material hoists attached to the underside of slabs lifted the steel into place.
After being rolled in on carts, the mezzanine was erected with gantry cranes and chain falls. After lowering framing into the basement with the gantry, ironworkers maneuvered pieces through narrow openings using chain falls and material hoists
attached to the underside of the slabs, while avoiding plumbing and electrical conduit. “The building remained occupied on the upper floors during construction, so shutting down power or water was not an option. The framing had to be snaked through these obstacles,” he said.
All of this was done under the watchful eye of the state historical society to maintain as much of the original building as possible.
Nimble in the Face of Constant Change
COSM is an experiential media and immersive technology company, which creates entertainment experiences using proprietary technology and state-of-the-art venues that seamlessly bridge the gap between virtual and physical realities.
COSM Grandscape in The Colony, Texas is a 85,000 sq ft venue that is part of a mixed used development and features an 87 ft diameter LED dome. When construction began it was only the second structure of its kind, and it was being built at the same time as the other. Without the benefit of hindsight for engineers and the fabricator, the primary challenge for Cumberland Steel Company was responding in real-time to constant design changes.
The Kentucky based erector responded by being flexible with adjusting manpower and sequencing. They achieved this by subbing out studs installation in order to keep their own crew focused on dealing with design changes and their impact on sequencing.
Use of a surveyor on a daily basis helped inform communication and pre-planning, preventing fit up problems in the face of constant design changes.
Read more about the history of the Luhrs Building.
Opened in 1924, the Luhrs Building was the first 10-story high rise building in Phoenix, Ariz.
“The large C shape was collaboratively designed and detailed to provide the required atheistic, while being efficient to erect,” said Tyler Jones, Business Development Manager. Another example was the stadium seating, which required temporary shoring to support and adjust until all moment welds could be completed.
There were numerous other areas that required radius bent plate and meticulous alignment, field-built frames and supports, and hundreds of hours of field welding. “The constant communication among the construction team, and their vigilance regarding safety, enabled the job to be completed on schedule and with zero injuries,” said Jones.
“Fit up was never an issue,” said Tanner Myers, President. “A surveyor was used every day to confirm fit as it related to ongoing design changes. This and pre-planning, helped to keep the project on schedule,” he said.
The role of lift planning
Another tool that helped Cumberland Steel’s crew with adjusting to design and sequencing changes was A1A Software’s 3D Lift Plan. “We used 3D Lift Plan often throughout the project, which was helpful in planning meetings to keep up with frequent changes,” said Zach Mullinax, Field Operations Manager. In addition, the jobsite was not much larger than the overall footprint of the structure itself, had residential buildings on two sides of the jobsite, access roads that could not be shut down, and several other active projects surrounding the jobsite.
Only 15 feet of access were provided between the structure and the active pedestrian sidewalk on two sides of the building, restricting swing radius for the crane and required creative sequencing and planning. The space constraints also required Cumberland Steel to set the crane in two pre-planned locations inside the footprint of the building while avoiding underground utilities and providing adequate lifting capacity.
The space constraints and turnover schedule also required the building to be erected in two halves, with one half being erected to the roof level and then erecting the dome section with stadium second. This required significant preplanning for bracing and crane sizing. •
The unique shapes of the structure were collaboratively designed and detailed to provide the required atheistic, while being efficient to erect.
The location and footprint of the jobsite provided a challenge in the planning and erection of this project. It was constrained by residential buildings on two sides of the jobsite, access roads that could not be shut down, and several other active projects surrounding the jobsite. Only 15 feet of access were provided between the structure and the active pedestrian sidewalk, restricting swing radius for the crane. Cumberland Steel pre-planned two locations to set the crane inside the footprint of the site while avoiding underground utilities and providing adequate lifting capacity.
Lift Plan to pre-plan two locations to set the crane inside the footprint of the site while avoiding underground utilities and providing adequate lifting capacity. The crane was a Link-Belt TCC-1100 telescopic crawler with 150 ft of main boom and a 31 ft jib. In this lift plan, the crane capacity was 8,400 lbs.
Cumberland Steel used 3D
Flush frame
Vibration performance equal to wide-flange beams at up to a 35% weight savings
New Millennium flush-frame connections feature a more efficient design that eliminates girder torsion concerns and added bracing. Our published set of standard flush-frame connections simplify design and specification. Construction is accelerated by eliminating blocking between joist seats. Add joist camber without additional time or cost. Together, let’s build it better.
Flush-frame connection designed for efficiency
Standardized connections reduce design time Joist reaction point occurs at beam centerline
LEARN MORE
Western Convention Draws 300+
New Products, Business Strategies Guide Best Practices
The Steel Erectors Association of America held its annual Convention and Trade Show from April 5-8 in Glendale, Arizona. The association’s first convention in the West in many years gathered more than 300 industry leaders and suppliers to discuss the latest trends and challenges business owners are facing.
This year’s convention included fast-talking insights keynote speaker Garrison Wynn, who underscored the importance of creating a positive company culture to improve workforce retention. Wynn highlighted the value of offering professional development opportunities, investing in training and career growth, and recognizing and rewarding quality performance as the keys to earning workforce loyalty.
Networking! In post event surveys this is the aspect that attendees’ site most often as the reason they come to SEAA’s convention. From pickleball to peer groups, the event offered ample opportunities to connect in both fun and serious ways. Plus, the trade show floor featured more than 60 exhibitors.
Education ranged from practical to thought provoking. Highlights included the panel discussions with Project of the Year winners and the World Class Safety and Training companies. The Presidents Dinner celebrated award winners and recognized industry leaders. See Association news, page 10, and visit the photo gallery in the News section at seaa.net for more photos from the event.
The Trade Show featured more than 60 exhibitors.
The keynote and several education sessions provided attendees with valuable take aways for enhancing training, recruiting efforts, and how to approach mental health in the workplace.
Outgoing SEAA President David Deem passes the ceremonial spud wrench to Incoming President Jack Nix.
2024 Project of the Year Winners participated in a panel discussion to
Association Honors Deem and Legnon
During the Presidents Dinner, David Deem, Founder and President of Deem Structural Services, LLC, received the William Davis Service Award, and Chris Legnon, Vice President of Technology at Cooper Steel, was named SEAA’s Person of the Year. (See photos, Association News, page 10.)
show off the winning projects and share best practices for solving job site challenges.
The association’s highest honor, the William Davis Service Award, recognizes Deem for his lifelong dedication to service in the steel construction industry. A member of SEAA for more than 20 years, he served as SEAA President twice, from 2004 to 2006 and again from 2022 to 2024. Throughout his tenure, Deem actively contributed to committees and initiatives aimed at improving industry standards and safety.
“David has always been an innovator within the industry, even from his days as an ironworker. His focus on safety, quality, and integrity has set a high standard, reflecting the values celebrated by the William Davis Service Award. It’s an honor to work alongside David at Deem Structural Services and on SEAA’s Board of Directors. I strive to uphold his high standards daily. David is not just a mentor and colleague but also a friend,” said Drew Heron, Vice President of Field Operations at Deem Structural Services.
Deem’s impact extends beyond SEAA and his company, as he has contributed to technical publications on steel detailing and safety practices. His dedication to mentorship has helped shape the next generation of industry professionals, ensuring ongoing growth and advancement.
Chris Legnon’s recognition as SEAA’s 2024 Person of the Year underscores his exceptional leadership and contributions to the industry. A dedicated SEAA member for 15 years and board member since 2015, Legnon has shown proactive leadership, notably as chairman of SEAA’s Marketing Committee, enhancing outreach and engagement for the association.
At Cooper Steel, Legnon has driven initiatives that improve safety, training, and industry standards, pioneering advancements in steel fabrication techniques for greater efficiency and sustainability. His leadership ensures a lasting impact on the steel erection industry.
“Chris has been a huge asset to SEAA over the years. His calming and positive influence and analytical way of thinking has made such a difference when working on projects for the association. He always thinks things through and looks at all angles to help find the right solution to a problem. I worked alongside him as Vice Chair of the Marketing Committee for many years and it was great to see him be recognized as SEAA’s Person of the Year for his years of service,” said Glen Pisani, Chairman of the Strategic Planning Committee.
His active participation in SEAA’s events, like the newly formed Steel Connections Peer Group, underscores his dedication to advancing the industry.
“David and Chris embody innovation, dedication, and service, which are crucial for the steel erection industry’s prosperity. Their achievements will inspire current and future steel professionals,” said R. Pete Gum, SEAA’s Executive Director.
Bryan McClure drops golf balls for the annual Boom Lift Ball Drop fundraiser sponsored by United Rentals.
The Safety and Craft Training Excellence panel discussion is always an attendee favorite.
Attendees got to have some fun playing in SEAA’s first Pickleball Tournament. First place winners were Mark Upton, Thornton Tomasetti and Kendall Clyde, Nucor-Vulcraft Verco Group (far right).
One attendee summed up what SEAA’s Conventions are like. From a post event survey: "I like how down to earth this conference was. From the attendees to the people running the show. No fluff or pomp and circumstance."
The George R. Pocock Golf Tournament was played at the stunning Raven Golf Club overlooking the Phoenix Skyline. The First Place team included Eric Steiner Bigfoot Construction, Donald Laro GWY, Paul Kollman, Phoenix Steel Erectors, Inc., and Drew Heron, Deem Structural Steel. •
W ith a fleet of 650,000 pieces of equipment - 80% of which are equipped with telematics capabilities - United Rentals is the largest equipment-rental provider. We maintain the highest safety standards, offering quality general equipment solutions, including scissor lifts and boom lifts, and we also provide solutions that require a more specialized skill set, including Trench Safety, Power & HVAC, Fluid Management and more. Visit UnitedRentals.com or call 800.UR.RENTS to lear n more.
TBy Tracy Bennett
Role of Mental Health Support in Return to Work Programs
he correlation between physical and mental health is a topic worth discussing as the construction industry faces high suicide and substance use disorder rates. A recent article published by Conexpo-Con/Agg quoted Carol Nixon, PhD, research health scientist, NIOSH Spokane Mining Research Division.
She said: “Manual labor increases risk of work-related injuries and strain; and pain is the most common reason for receiving an opioid prescription. Opioids are extremely addictive. It can take just five days to become addicted.”
“The high rates of substance use disorder and overdose in industries like construction and mining are not an indictment of the workers who take these jobs,” Nixon says. “Rather, this is an urgent call to identify workplace factors that may contribute to these devastating outcomes and how those may be modified to prevent illness, injury and death and promote employee health and well-being.”
That led me on a search for information about how Return-to-Work (RTW) policies might relate to reducing the risk of suicide and opioid addiction. I came a cross a 2020 research report published in the International Journal of Environmental Research and Public Health. Well-Being at Work after Return to Work systematically reviewed 20 different research articles on the topic, many of them focusing on a variety of very specific illnesses.
The conclusion: “Returning to work after an illness (and staying there) is associated with better physical and psychological functioning.” The benefits include improved self-esteem, socio-economic position, quality of life, and mental and physical health.
Despite this, however, there was lack of clarity in how well-being at work should be measured, and few of the studies they reviewed explored employees’ adjustment after returning to work, except to confirm that work modifications during the return-to-work process reduce physiological symptoms and increase job satisfaction.
A separate White Paper written for HR Professionals and Employment Lawyers addressed 15 of the common fears employers have about mental health and suicide
and President
prevention measures in the work place. It was published in 2022 by the American Foundation for Suicide Prevention and United Suicide Survivors International.
Two statistics are worth sharing.
• About 50% of long-term absences from work are due to mental health challenges.
• Only 40% of adults seek help for suicide thoughts or behavior.
What Employers Fear
As it relates to return to work and mental health, I was interested in two of the 15 employer fears.
One of them (Fear #5) was that if the employer granted a worker an accommodation, they would have to offer it to everyone. The white paper advised being transparent with work teams that the company will make reasonable accommodations so that individuals can do their jobs, but that doesn’t mean everyone gets the same accommodation. Their response also addresses confidentiality and issues related to flexible work schedules or remote work.
The other (Fear #9) was how to reintegrate someone after a leave of absence under FMLA or ADA. Employers often terminate an employee unable to return work at full capacity after exhausting these legal options. “However, this is a violation of the ADA where the employee may have an ADA-covered disability and could return to work under reasonable accommodations. Employers are therefore required to notify the employee that they can return to work if they can perform the essential functions of the job, with or without a reasonable accommodation,” the white paper stated.
Other suggestions were for creating employe work leave banks to donate and borrow time off from, and creating return to work agreements that include maintaining contact during leave, planning for return, and privacy expectations (See Appendix E.)
Ultimately, employers are a critical piece in supporting workers as they deal with and recover from physical and mental health illnesses. If we choose to complain about labor shortage then when we should also look to take action to sustain the workers we have. Read on to discover essential benefits of RTW programs.
Tracy Bennett is Managing Editor of Connector
of Mighty Mo Media Partners. Resources
Essential Benefits of RTW Programs
By Charles W. Kellogg, MSc CEC CEI CEM CAQS
In the physically demanding realm of steel construction, workplace injuries are an unfortunate reality. Effective Return to Work (RTW) or Modified Duty Programs—commonly referred to as “light duty”—are essential. These programs enable injured employees to return to work by performing temporary, less demanding tasks that accommodate their recovery, improving their well-being and the company’s productivity.
Well-designed RTW programs transcend mere compliance. They underscore a commitment to fostering a safe, healthy, and supportive work environment. These are five benefits for both employees and employers.
1. Enhanced Employee Well-Being: Remaining active in a modified capacity helps preserve the injured worker’s morale and mental health.
2. Minimized Downtime: Quick returns to work in modified roles helps maintain operational continuity and reduce productivity losses in high-demand industries.
3. Significant Cost Reduction: Implementing robust RTW programs can dramatically cut workers’ compensation claim costs and associated expenses, such as hiring temporary replacement staff.
4. Legal Compliance: Structured RTW programs ensure compliance with stringent workplace safety laws, helping employers meet legal obligations while demonstrating a commitment to employee safety.
5. Boosted Employee Retention: Support through RTW programs increases employee loyalty and retention.
Practical Examples of Modified Duties
RTW programs facilitate continued meaningful contributions from employees
while they cannot work their regular job duties. For instance, an employee recovering from a back injury might be given work restrictions precluding him or her from heavy lifting. Each role should be tailored to individual recovery needs and capabilities, ensuring that businesses can effectively integrate injured workers without compromising productivity or safety standards.
• Administrative Tasks: Data entry, filing, managing phone calls, and handling paperwork.
• Training and Mentorship: Leveraging experienced workers to train newcomers, enhancing safety and knowledge sharing.
• Equipment Maintenance: Assisting with machinery upkeep under supervision to ensure operational efficiency.
• Inventory Management: Organizing stock and monitoring supplies without physical strain.
• Customer Service: Utilizing product knowledge and communication skills to manage customer interactions.
• Documentation and Reporting: Helping with data analysis and compliance documentation, crucial for maintaining industry standards. •
Charles Kellogg is Director of Risk Management at BBSI, which offers a comprehensive resource pack including free forms and essential tools to kick-start a successful modified duty program. Learn more at https://www. bbsi.com/modified-duty-resource-pack.
TOPPING OUT
“Dave was more than a United Rentals salesman. He was one of the biggest hearted people I have ever been blessed to know. For 25 years Dave was a friend first then a United Rentals employee. Rest In Peace my friend,” said Stephen Burkholder, SEAA Board of Director.
SEAA Board Member David “Big Dave” Conway Brown passed away on May 31, 2024. Dave joined SEAA’s Board of Directors in 2014 and championed the Boom Lift Ball Drop fundraiser which helped fund many projects dedicated to the safety and training of steel professionals. Dave will be greatly missed by everyone who had the pleasure of knowing him.
Meet New Members
Check out the Member Directory at SEAA.net
ALP Industries, Brooksville, Florida, distributes quality industrial lifting products. Referred by: Jack Nix, Shelby Erectors
Big Box Erectors LLC, Avon, Indiana, provides expert steel erection services for warehouses nationwide.
Cascade Nut & Bolt Inc., Salem, Oregon, is a commercial fastener distributor.
Castillo Iron Works Inc., Bronx, New York, specializes in all steel work including fabrication, stairs, steel beams and columns.
Engineered Supply, LLC, Bayport, Minnesota, provides expertise in roof anchor points, wall anchor points, rigging sleeves, and davit arms.
Greco Steel Products, Inc., Springdale, Pennsylvania, is a fabricating and detailing shop that also includes design and erection capabilities.
Henderson Fab, Loganville, Georgia, is an AISC Certified Fabricator and Erector for new construction and tenant improvements in the manufacturing, warehousing, cold storage, entertainment, and data storage market sectors. Referred by: Duke Perry, Gardner-Watson Studs
SUMMER PHOTO CONTEST SUMMER PHOTO CONTEST
High Structural Erectors LLC, Lancaster, Pennsylvania, erects a wide variety of steel and precast structures and specializes in precast concrete parking garages and architectural precast building cladding.
Have you ever dreamed of being featured on the cover of a magazine? Well, here’s your chance. SEAA has launched its first ever photo contest for SEAA Members and the winner will be featured on the cover of the Winter issue of Connector! Photography should be focused on steel professionals that are working together safely or participating in safety meetings. Deadline to submit is August 30. Visit SEAA.net to learn more.
Infra-Metals, Newtown, Pennsylvania, features products ranging from beams and tubes to sheets, channels and expanded metal, and processing capabilities include everything from cutting and drilling to blasting and painting. Referred by: Jack Nix, Shelby Erectors
Meet New Members
Check out the Member Directory at SEAA.net
LGMG North America, The Colony, Texas, has a complete line of ANSI A92.20 approved scissor lifts available as well as articulating booms, telescopic booms, and rough terrain scissor lifts.
McWhirter Steel, Lancaster, Pennsylvania, is a structural steel fabrication and erection company specializing in BIM models. Referred by: Lee Shaw, BZI Steel
MECO Kentucky LLC, Louisville, Kentucky, is a safety and quality driven erector, specializing in pre-engineered and conventional metal buildings.
Miscellaneous Steel & Rail, South Windsor, Connecticut, specializes in installing miscellaneous metals (staircases/railings, etc.) and structural steel projects.
National Erectors Group, Norfolk, Virginia, provides steel erection services for the east coast and mid-west regions.
New Beginnings Steel & Crane Service LLC, Royse City, Texas, is an AISC Certified Erector that offers bare crane rentals, and operated crane rentals.
PCF Insurance Services, Asheboro, North Carolina, provides an array of commercial, employee benefits, personal lines and specialty insurance solutions.
Pro-Weld, Lexington, Kentucky, offers structural steel fabrication and detailing services.
Southern Roots Steel Erectors Inc., Lindale, Texas, erects structural steel components for retail and commercial warehouse projects across the country. Referred by: Javier Osorio, Skyline Decking Corp
Superior Rigging & Erecting Co., Atlanta, Georgia, offers nationwide services including crane rental, specialized rigging, steel erection, steel fabrication and more.
Titan Funding Partners, New York, New York, provides flexible funding solutions for businesses big and small, whether you need capital to grow your business or simply to cover some expenses. Referred by: Nicki Cole, Piedmont Steel Company
The Dangers of Dropped Objects
According to The Center for Construction Research and Training (CPWR), struck-by incidents are the second leading cause of death among construction workers, and the leading cause of nonfatal injuries. Struck-by hazards are present on nearly every job site.
Several factors increase the severity risk of injuries, including the shape of the object, the height from which the object falls and its weight. The infographic, “How Heavy is Deadly,” illustrates how falling objects can become deadly, but accidents can be avoided with careful planning and training.
