The New England Construction Safety Partnership, a group representing unions, contractors and construction managers, among others, has formed to make New England the safest place to work in construction in the U.S.
"Our mission is to create an environment for working in incident- and injury-free construction," says Mary Vogel, executive director of the Labor-Management Construction Safety Alliance, a founding member of the partnership.
The partnership will promote Incident & Injury Free (IIF), an initiative that features intolerance of incident or injury at any level and focuses on concern for the individual worker instead of simply from a requirement viewpoint.
"IIF can be described as a journey of commitment toward integrating first-class safety processes and practices with the human side of safety," says Matt Schroyer, New England area environmental health and safety director for Bovis Lend Lease, a member of the partnership that committed to IIF four years ago. "It is about relationship building through breaking down traditional barriers between management and the trade worker."
The partnership will work to expand its membership and educate industry stakeholders about IIF.
Eric Redding, director of Painters and Allied Trades District Council #35's apprenticeship training program, which also was a founding member of the partnership, says, "Creating a safety culture that values workers for who they are and not just what they do is the breakthrough we need to make our industry a safe place to work."
A note from RCI's president
Following is a summary of a recent message in Interface from Tom Hutchinson, president of the Roof Consultants Institute (RCI) and principal of Hutchinson Design Group Ltd., Barrington, Ill.:
As I prepare this message in early August, many of us are in the heat (no pun intended) of the summer construction season, spending a great deal of time on a roof. Perhaps many of you sport the same "farmer's tan" I do. Besides oppressive heat and humidity, there is nothing that makes a project more unbearable than when everyone is at odds.
Unfortunately, I too often have heard that some roof consultants believe that to prove themselves to an owner, they must berate a roofing contractor in the owner's presence. Besides being embarrassed by these actions, I feel sorry for the consultants. What a poor way to practice any type of profession. These consultants are well-known in the roofing contracting industry, and when good contractors have concerns, it's a concern to RCI.
The most successful projects are those in which all involved parties understand one another's goals.
Owners most often want a watertight roof system of a certain quality. They desire good value, minimal interruption and timely installation. They realize consultants and roofing contractors work to earn a reasonable profit.
Consultants desire a project that can challenge their skills, meet deadlines within budget and without incident, and be profitable. They desire contractors who will review and acknowledge the effort that has gone into the drawings and specifications but also understand that sometimes clarification is needed and questions will arise. These inquiries should receive the same respect we would desire from owners. Properly prepared submittals go a long way when trying to send a message of professionalism. If there is a major error, a personal call to a contractor to discuss the concern is a step a leader would take.
Contractors endeavor to complete watertight and profitable projects on time within the costs they estimate. They want to understand consultants' design intents and accomplish the work as desired. They know unpredictable conditions often arise and hope consultants will be there to help determine the best course of action. If action is required when a roof consultant is absent, a contractor can photograph the concern and inform the consultant later. Promptly reviewed pay requests and requests for information are appreciated.
The preconstruction meeting is a good opportunity for all parties to review their expectations and concerns, as well as review the general scope of work.
In the field, presenting oneself as a professional and respecting everyone on the job is the first step toward receiving respect. If it's 3:30 in the afternoon and 95 degrees with 85 percent humidity and a consultant observes a concern, he should leave it for the next day. The crews most likely are exhausted and may not take a consultant's comments with the same level of understanding as they might the next morning. The better scenario may be to purchase a case of cold Gatorade for the crew or bring some doughnuts once in a while. That's how I would want to be treated.
I have had some wonderful experiences when teams work together—most recently the roof system restoration on the Dole Mansion in Crystal Lake, Ill. The owner's representative could not have been more appreciative of my work and the contractor's work. The vision I had and delineated on the 12 sheets of drawings I prepared would have gone unrealized if it were not for the excellence exhibited by the contracting company, Smart Roofing Inc., Chicago.
Although I have had hundreds of squares of nonconforming or wet new roofing material removed, denied pay requests and assessed hundreds of thousands of dollars of liquidated damages to contractors, I believe I did so professionally and fairly. I still work with each of those contractors and have attended their weddings, celebrated the births of their children and enjoyed numerous successful projects.
Knowledge, compassion, understanding, appreciation, fairness and communication all are parts of the teamwork equation. Striving to be better is a daily task. Being part of a team helps make others better. Are you part of the team or part of the concern?
Details
Will Fort
President of Fort Roofing & Sheet Metal Works Inc., Sumter, S.C
What is the most unusual roofing project you've performed?
No one single project. I would say everything we took on as a total company after Hurricane Hugo. It was amazing how much support we received from other NRCA members.
Why did you become a roofing contractor?
I was born into the business. I grew up working summers during high school and college. After graduating from college, I worked inside sales for a roofing distributor for one year and then returned to the family business.
What was your first roofing experience?
Fabricating sheet-metal pitch pockets, frames and other stock items in the shop. I think I was about 15 years old. I started learning the trade when I was old enough to go on the roof.
What are your favorite items on your desk?
Pictures of my wife, Kim, and daughter, Carlie, as well as one of my grandmother and me at my college graduation. Also my digital camera that often is used to document what we do.
What do you consider your most rewarding experiences?
The experience my wife and I went through with the birth of our daughter. Relating to work, I think it would be walking away from a completed project knowing we put forth the best effort possible and gave the owner the roof he deserved.
What was your first job?
Working in the shop at age 15. I think I worked three weeks that summer and actually made some money!
What is your favorite vacation?
Any vacation with my family—fishing, scuba diving and generally being on the ocean. Some of the locations I've enjoyed over the years are the Florida Keys, Bahamas, Costa Rica and Little Cayman.
What do you consider a waste of time?
Waiting in airports.
What are your best and worst habits?
My best habit is having a positive work ethic. My worst habit is not returning telephone calls as quickly as I probably should.
What is your biggest pet peeve?
Cannot think of one. It's been said I am an easygoing person.
If you could invite any three people to dinner (dead or alive), whom would you invite and why?
My grandfather, William T. Fort Sr., because he passed away a year before I was born—he could have shared ideas with me about how he started the business in 1936; Ernest Hemingway because he would have fascinating stories to share; and The Rolling Stones so I could hear firsthand what it would be like to survive for so long and still be the best rock 'n' roll band around.
What is your favorite stress reliever?
A good long run after a hard day's work.
What are the most challenging aspects of your job?
Almost everything that goes with the operations of a roofing business today is a challenge. There is a lot to keep up with. Maintaining a customer's perceived expectation also is more challenging than in the past.
What is your roofing industry involvement?
I have been active in our local association for many years and served as Carolinas Roofing and Sheet Metal Contractors Association's (CRSMCA's) president in 1998. I currently am beginning my second term on NRCA's board of directors. I also am active with NRCA's committees.
People would be surprised to know...
I actually competed in triathlons for a number of years. I was a bit younger back then!
Getting real answers from employee surveys
Having your employees fill out surveys detailing their feelings about their job and the workplace seems as though it would be simple. You ask the questions; they answer them; you find out what they think. But how much are employees really revealing in their answers to your questions? The trust you put in the results of your survey can depend on how your survey is structured.
Following are some tips to get the answers you want from an employee survey:
Source: Adapted from The Motivational Manager, June issue.
BASF product prices increase
BASF Corp., Hudson Falls, N.J., increased its prices for its Butonal® high solids styrene butadiene polymers by 3 cents per dry pound on Sept. 1. Butonal products are supplied to industries such as the construction, foam and tire industries. The price increase is a result of a continued increase in raw-material costs and energy costs.
How to handle quitters
You have a heated argument with one of your employees, who then proceeds to storm out of your office yelling, "I quit!" The next day, you pick up the telephone and hear that same employee asking whether he can return to work. What is the best course of action?
Following are some tips for handling an impulsive quitter:
Arguments and rash decisions are bound to happen. Take time to step back and study a situation before letting an employee go.
Source: Adapted from Manager's Legal Bulletin as cited in The Manager's Intelligence Report, sample issue.
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