AdvAnCingA d v A n C i n g UnionU n i o n ConsTrUCTionC o n s T r U C T i o n AndA n d MAinTenAnCeM A i n T e n A n C e
A Publication of The Association of Union Constructors | www.tauc.org | Winter 2015
How Contractors Can Lead Like U.S. Navy SEALs Page 10
30852_Magazine.indd 1 11/23/15 2:27 PM AdvAnCing Union ConsTrUCTion And MAinTenAnCe TheConsTrUCTionUser A Publication of The Association of Union Constructors | www.tauc.org | Winter 2015
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The Construction User is published quarterly by:
The Association of Union Constructors
The Association of Union Constructors 1501 Lee Highway, Suite 202 Arlington, VA 22209 703.524.3336 From the Desk of the President 703.524.3364 - fax www.tauc.org 4 Celebrate Excellence and Fight Complacency by Thomas S. Felton ExEcutivE Editor David Acord 703.628.5545 [email protected]
Features AdvErtising rEprEsEntAtivEs (Contact for rates and details)
6 We Are All Owners Janice Jenkins by Steve Lindauer Brun Media 724-929-3550 8 You’ve Lost That Lovin’ Feelin’ [email protected] by Mark Breslin Amy Rogers Brun Media 10 Extreme Ownership 678-714-6775 How Contractors Can Lead Like U.S. Navy SEALs [email protected] Thomas Brun ® 16 15th Annual Zero Injury Safety Awards Brun Media 724-539-2404 21 NMAPC Zero Injury Safety Award® Winners [email protected] Art dirEction & dEsign Scott McLallen Pixels & Ink, Incorporated Columns www.pixelsandink.com subscriptions 5 Legal Corner For information about subscriptions, Feds to Hold Execs Responsible for Corporate Wrongdoing by Steven Fellman reprints, or purchasing bulk copies, contact Executive Editor David Acord at 14 TAUC About Labor 703-628-5545 or [email protected]. The Productivity Solution by Jacob Snyder ©2015 The AssociATion oF Union consTrUcTors. All righTs reserved. The conTenTs oF This pUblicATion mAy noT be reprodUced, 25 LEO Corner in whole or in pArT, wiThoUT The prior Crunch the Numbers by Bill Kroeger wriTTen consenT oF The pUblisher.
covEr: 27 TAUC About Safety U.s. nAvy Teamwork — From Ants to Humans by Joe Lasky, Jr., CSP, CHMM
29 Government Affairs Why Union Contractors Need to Lobby for Their Cause by Todd Mustard
PUBLISHED NOVEMBER 2015
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30852_Magazine.indd 3 11/23/15 2:27 PM Celebrate Excellence... and Fight Complacency
recently had the I don’t bring this up to take away pleasure of attending the from the fantastic achievements i annual NMAPC Zero being made in our industry regarding Injury Safety Awards Gala safety. I bring this up for two impor- in Washington, D.C. (see p. 16). As tant reasons. First, we must continu- usual, the venue — the National ally fight complacency. It would be Building Museum — is amazing, and easy to come away from the ZISA the hospitality is top notch. I always program thinking, “We’ve got safety enjoy catching up with friends and under control.” As I continually rein- colleagues from the contractor, owner- force within our company, our safety client and labor organizations that make record is only good through yester- up our great industry. day. We have hundreds of employees by THOMAS S. FELTON I continue to be impressed with at risk again today. You never fully TAUC PresidenT the sheer number and size of the achieve safety; it is a continual effort PresidenT, mC indUsTriAl projects where zero injuries are being that requires our constant focus. recorded on a regular basis. I also Secondly, we can get so focused have noticed over the years that many on numbers and incident rates that of the same companies are winning we forget those digits represent real awards year after year, showing that people with real families getting hurt it is not just a fluke on one project, or, in some cases, leaving for work in but a true commitment to safety and the morning and never returning. We part of the companies’ cultures. One owe it to those workers and their fam- of my favorite aspects of the awards ilies to continue to do everything we I continue to be ceremony is that each project is rep- can every day to keep them safe and resented by all three members of the send them home to their families. impressed with the tripartite team. An award is not only This is not just the contractor’s sheer number and size given to the contractor for the proj- responsibility or the union’s respon- ect, but also to the local labor organi- sibility or the owner’s responsibility. of the projects where zations and the owner. Why? Because We are all responsible. The only way it takes all three parties working we will achieve this goal is by con- zero injuries are being together to achieve these results. tinuing to work together to make our recorded on a While we should all be proud of worksites safe and provide the neces- this year’s winners, we also can’t for- sary tools and protection to perform regular basis. get that 874 people lost their lives the work safely and convey a culture working in construction in 2014. of “safety first” on all of our projects. What is more disturbing is that The ZISA awards are certainly a tes- that number represents a nearly 6% tament of what is achievable when increase from the year before, and we do work together. We just have it is the third year in a row that the to ensure that we continue the effort number of fatalities in the construc- after the awards are delivered and tion industry has increased. Now, I placed on the shelf. understand that while the number Congratulations again to all of the of fatalities has risen, the fatality rate ZISA award winners. Thanks for all has dropped, but I am sure that fact is of your efforts and showing everyone of no consolation to the families and that zero injury is indeed possible, friends of the workers who lost their and should be expected. lives.
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30852_Magazine.indd 4 11/23/15 2:27 PM Feds to Hold Execs Responsible for Corporate Wrongdoing by STEVE FELLMAN TAUC GenerAl CoUnsel
s major contractors involved in large As a result, there may be less than 100% compliance with commercial and industrial construction projects, some of the corporate compliance guidelines. A TAUC member contractors are regulated by mul- In some companies, management may take the position tiple federal, state and local government agencies. that the job has to be done on time and within budget – On the federal level, contractors have to deal with agencies even if that means ignoring some of the company’s own such as EPA, OSHA, NLRB and the Department of Justice compliance requirements. Management may think that if (DOJ), just to name a few. a regulatory agency starts an investigation, the company Good corporate governance practices require that con- might end up having to pay a small fine – a blip on the tractors develop and implement regulatory compliance radar screen compared to the bonus the company will programs to ensure that the practices of the corporation receive for finishing the job on time and under budget. meet all regulatory compliance requirements. But, as we In the past, many corporations have found that federal all know, it is often difficult to control what happens in the regulatory agencies don’t want to spend a lot of staff time field. In some organizations, the further you get from the and money litigating major enforcement actions. Federal home office, the greater the tendency for field operators to agencies usually will negotiate a settlement requiring the use some “flexibility” when applying corporate mandates. corporation to plead guilty, adopt some remedial action, Continued on Page 30
OUR BELIEF IN TRIPARTITE IS INDUSTRIAL STRENGTH. MC Industrial is a firm believer in the power of contractor, labor and owners working toward common goals. Together, we are accomplishing great things.
mc-industrial.com Where industry goes to get built.SM
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30852_Magazine.indd 5 11/23/15 2:27 PM We Are All Owners by STEVE LINDAUER
henever I meet some- decorated former SEAL officers They become “owners” too, which one from outside the indus- who served in the Iraq War. As you’ll in turn makes the entire organiza- W try and they ask what I do learn from our exclusive interview tion stronger. for a living, I usually start with one of the authors in this issue This concept can also be applied by explaining our unique tripartite (see Page 10), “Extreme Ownership” to other situations. Trigger warning: system of contractors, union labor and is defined as a mindset in which you I’m about to step on a few toes here. owner-clients, and how we all work “take responsibility for everything For the past few years, I’ve together cooperatively to advance our that is happening in your world that been hearing the same complaints mutual interests. Nothing controver- affects your mission, whatever that from union contractors and build- sial there; it’s a quick, simple way to may be.” In other words, a leader ing trades reps: energy companies educate folks about union construction owns it all – the good stuff (like are swooping into the lucrative and maintenance as it exists today. achieving zero injuries), but also the Marcellus Shale region by the doz- Lately though, a couple of experi- failures. Especially the failures. There ens, but most refuse to hire local ences have prompted me to wonder are no excuses; like it or not, you are union workers, insisting instead on if we should reconsider the way we an owner, because anyway you cut it, bringing in their own non-union describe ourselves and our respec- you own the results. crews from other parts of the coun- tive roles in the industry. This message really struck a chord try. It’s incredibly frustrating for our The first was this year’s NMAPC with me. “Extreme Ownership” guys. Here they are, with the big- Zero Injury Safety Awards Gala gest energy find of the century right (see Page 16). We gathered in in their own backyard and the local Washington D.C. to honor 112 tri- A leader owns it all – union men and women ready and partite teams for working more than eager to work. And yet the big gas 19.8 million injury-free work hours. the good stuff companies continueo t tell them, Once again, we made a point of dis- (like achieving zero “Thanks but no thanks, we’ll supply tinguishing between contractors, our own crews.” labor and owners. It makes sense; injuries), but also What a rotten situation. It’s not after all, each has a distinct role to fair. It’s not right. play within the tripartite system. But the failures. But you know what? According to let’s move beyond the literal defini- the Extreme Ownership model, the tions for a moment. As I helped to essentially requires leaders to take energy companies aren’t to blame. present each award, I realized that full responsibility for the shortcom- It’s our fault — the contractors and everyone on stage with me was, in ings of their teams. No more “pass- building trades in the area, and our a sense, an owner. The contractors ing the buck.” For instance, if the industry as a whole. and labor reps “owned” an equal junior-level guy in your company What? How? Why? share of their zero-injury accom- failed to estimate a bid correctly, it’s I’m not asking you to agree or plishments, as did the actual owners your fault for failing to train him disagree with me. Just conduct of the physical facilities. Taking it a properly or provide proper direc- this thought experiment. Look at step further, every single apprentice, tions. If a big project goes over it through an Extreme Ownership journeyman, foreman and apprentice budget, it’s not the field supervi- lens. What would happen if we, as an who worked on the jobsite “owned” sor’s fault; it’s yours for failing to industry, took responsibility for fail- the achievement too. They made it a work more effectively with your ing to win this work? What would priority – i.e., they took ownership – team to ensure a positive result. By that look like? What would it sound to ensure everyone followed proper taking ownership, you push your- like? safety procedures day in and day out. self to improve your leadership and Imagine if the CEO of a union Coincidentally, shortly after the planning skills. At the same time, contracting company in the Awards Gala I picked up a new book your attitude engenders the respect Marcellus stood up in front of his entitled Extreme Ownership: How U.S. of your employees, and they end employees after losing out on a big Navy SEALs Lead and Win by Jocko up adopting the same no-excuses project and said the following: Willink and Leif Babin, two highly approach to their responsibilities.
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30852_Magazine.indd 6 11/23/15 2:27 PM “I obviously didn’t do a good enough job convincing everyone but ourselves. We can choose to whine about these companies that we can help them complete their it, or we can choose to own it — and then get to work projects more safely, more cheaply and more effectively. figuring out a solution. I need to do a better job of understanding their concerns and why they prefer to bring in their own crews. I need Steve Lindauer is the CEO of The Association of to look at the situation through their eyes. What concerns Union Constructors and also serves as Impartial do they have about using union contractors? They obvi- Secretary and CEO of the National Maintenance ously think they’re doing the right thing for their compa- Agreements Policy Committee, Inc. (NMAPC). nies; they’re here to make money, not to make our lives more difficult. So I’m going to go back to the drawing board. I’ll take some of these energy guys out to lunch and figure out how we can do a better job on the next bid. I encourage everyone to speak up and be a part of this process — if you have an idea, I want to hear it. I’m not going to give up.” Now imagine if every contractor and local business manager in the Marcellus said this to their employees and fellow craft workers. Imagine if every foreman said something similar to Questions? their crews. Sound impossible? Now think back twenty years ago: zero injuries sounded impossible then, too. But we made Comments? it work. How? By taking ownership of the problem, and by not giving up until we had completely transformed We want to hear from you! our industry’s culture and built the momentum to boldly move in a positive direction. E-mail Executive Editor David Acord at [email protected]. At times, blaming owners may make us feel better, Let him know what you thought about this issue, or and it’s a good way to blow off steam, but it won’t change suggest an idea for a future article! the facts on the ground. Neither will pointing fingers at
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30852_Magazine.indd 7 11/23/15 2:27 PM You’ve Lost That Lovin’ Feelin’ by MARK BRESLIN
s human beIngs, we They also deserve to hear exactly what So what can we do to keep that need a few essential things to I expect and where they need to “up lovin’ feeling going and create a win- A keep us healthy and happy: their game.” And ultimately, if I don’t win for both supervisors and employ- care, consideration and, most do it, then I’m failing as a leader. Why? ees? Here are three recommendations: importantly, “that lovin’ feelin’.” In Because as the boss, I’m responsible for other words, we want to be respected the health and happiness of my people. 1. Create a career path plan for and acknowledged by those around us It’s up to me to ensure they feel the love. everyone down to the foreman for who we are and what we do. What We work in an industry that often level. If you want to not only develop, happens when you lose any of these does a marginal job at providing people but retain talent in the Generation things, especially the lovin’ part? Just the information they need to grow and X and Y age range, you must have a ask the Righteous Brothers. improve, especially from the superin- career plan that is developed and moni- This principle holds true every- tendent level on down. Instead, we sub- tored on an ongoing basis. This plan where, especially in the workplace stitute a bonus and a slap on the back will serve as the blueprint for their – although I don’t recommend you liter- for specific feedback on performance – advancement and the central focus of ally discuss your “lovin’ feelings” with or, worse yet, we nurse our frustrations discussions. Also, make the employee your employees. Instead, you need to and grudges about a specific worker’s responsible for part of their plan. This engage with them and provide con- failings until we’ve finally had enough requires a proactive engagement and structive feedback about their perfor- and “86” their sorry ass. understanding of self on their part, mance so that everyone (including you) In short, we don’t always provide a not a dependent, paternal, employer- comes out ahead in the end. foundation of constructive feedback, employee relationship. Plus, remember criticism or praise in accordance with that Gen Y employees “don’t know what the employee spends 2,000-plus what they don’t know” yet – they need We work in an hours a year doing. We don’t listen a series of lessons in self-honesty. My industry that often does enough. We don’t actively manage best contractor clients are doing this. human capital as well as we do a crew By being proactive leaders, they are a marginal job at truck. not only attracting the best talent providing people the information they need to grow and improve, especially from the superintendent level on down.
As the year draws to a close, I have the pleasure/responsibility/obligation
of putting in a lot of hours preparing esources for the annual performance evalua- r tions of my key leaders and employees. It’s not one of my favorite tasks. It’s time-consuming and sometimes feels
like a school assignment. But it is abso- hutterstock/Cartoon s lutely critical that I give key people a lot of opportunity to talk about their concerns, needs, issues and challenges.
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30852_Magazine.indd 8 11/23/15 2:27 PM – they’re also retaining that talent, and action, training opportunities, situation. She left anyway. She lost even when more money is offered by a decision-making autonomy and that lovin’ feelin’. I never forgot what competitor. Love is in the air. more. These are ranked, then com- she told me. municated and discussed openly. If you aren’t checking in with peo- 2. When doing evaluations or pro- What are we really good at? Where ple and giving them what they need, viding constructive feedback, ask are we failing to secure the love and then they will find someone else to more than tell. A great feedback loop loyalty? What are we prepared to do do it for them. This is especially true of that leads to love (at home or work, for better or differently? You cannot be both Gen X and Gen Y talent in our that matter) is one where you ask more afraid to ask just because you might industry. And if you’re one of those questions than you give information. get an uncomfortable response (and leaders who’s not really into providing Listen two times more than you talk. you will – count on it). Too many feedback, then you better get used to a You are trying to find out exactly what leaders prefer to project their own lot more turnover in your organization. the employee is thinking and feeling so view onto their people and organi- Don’t find yourself singing the same you can meet them as close to where zations. But these views often don’t sad old song. they are as possible. Don’t assume you match up quite as accurately to real- know. ity as the leader would imagine. I Mark Breslin is a don’t take it for granted. To secure strategist and author of 3. Consider “macro” love data. the love, you can’t let your ego get several books, including I have our employees fill out a in the way. most recently, The Five workplace assessment on how they My Executive Assistant worked Minute Foreman: feel about working with and for us. for three Fortune 1000 CEOs before Mastering the People They rate the organization on ten me. When I asked her why she left Side of Construction. different criteria including team- her last job, she told me that she Visit his website at www.breslin.biz or con- work, transparency, ethics, leaders never got any feedback. She was well tact him at (925) 705-7662. “walking the walk,” silo thinking paid, well respected and had a great
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30852_Magazine.indd 9 11/23/15 2:27 PM ExtrEmE OwNErSHiP How Contractors Can Lead Like U.S. Navy SEALs
SEALs from Task Unit Bruiser on patrol on the outskirts of Ramadi, Iraq. eif Babin eif l
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30852_Magazine.indd 10 11/23/15 2:27 PM hat can unIon con- tractors learn from battle- Extreme ownership means you don’t make W hardened warriors? Much more than you think. U.S. Navy SEALs are considered any excuses for failures or problems and you the elite of military units worldwide, recognized for their ability to take on don’t cast blame on other people. You take the most difficult, seemingly impossi- ble missions and win. But what is the responsibility for everything that is ExtrEmE key to their success? What are their guiding leadership principles? And happening in your world. more importantly, how can we apply these principles to the union con- the ranks to become a SEAL officer. whatever that may be. You identify struction and maintenance industry During the battle of Ramadi, he orches- problems, find solutions and then take to help everyone succeed? trated SEAL operations that helped responsibility for implementing those The new book Extreme Ownership: the “Ready First” Brigade of the U.S. solutions. If I had to boil it down to How U.S. Navy SEALs Lead and Army’s First Armored Division bring two words: “No excuses.” OwNErSHiP Win (St. Martin’s Press) provides the stability to the violent, war-torn city. answers. Two combat-proven U.S. This interview was conducted by How did your experiences in the Navy SEAL officers, who led the Executive Editor David Acord on Iraq War inspire you to create most highly decorated special opera- November 5, 2015. the Extreme Ownership idea? tions unit of the Iraq War, demon- strate how powerful SEAL leadership Can you explain what you mean Willink: The idea really came from principles apply to business and life. by Extreme Ownership? the way I was raised up and trained Both recipients of the Silver Star in the SEAL team by the old Vietnam Medal, Jocko Willink and Leif Babin Jocko Willink: Extreme Ownership veterans. These leaders already had led SEAL Team Three’s Task Unit is really a mindset, an attitude. It can be the attitude I just described. It crys- Bruiser, a team of exceptional warriors used by leaders and people in non-lead- tallized for me during my deployment that included the American Sniper, ership roles. Extreme ownership means to Ramadi, Iraq in the midst of some Chris Kyle. Through months of heavy you don’t make any excuses for failures really tough situations where things combat in the Battle of Ramadi, Task or problems and you don’t cast blame went wrong. As a leader in charge Unit Bruiser delivered extraordinary on other people. You take responsibil- of troops in combat, I realized more impact and played a key role in that ity for everything that is happening in than ever that I needed to take com- pivotal U.S. military victory. In Extreme your world that affects your mission, plete ownership of everything that Ownership, Babin and Willink share gripping, firsthand accounts of hero- ism, tragic loss, and hard-won victories. They demonstrate that leadership—at every level—is the most important fac- tor in whether a team succeeds or fails. After leaving the SEAL Teams, Willink and Babin entered the corporate world through their company, Echelon Front (www.echelonfront.com), which teaches civilian teams how to apply their SEAL leadership principles and dominate the business battlefield. The Construction User recently sat down with Jocko Willink to discuss what “Extreme Ownership” means – and how it can make anyone a bet- ter leader. Jocko spent 20 years in the U.S. Navy SEAL Teams, starting as Two SEALs from Task Unit Bruiser maneuver through a narrow an enlisted SEAL and rising through alleyway during a clearance operation in Ramadi, Iraq. Todd Pitman
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30852_Magazine.indd 11 11/23/15 2:27 PM new people don’t have enough expe- and creative, and they’re going to rience, the training scenario wasn’t challenge your ideas and your plans. realistic,” etc. And the same thing You’re taking a group of diverse happened down the entire chain of people with different goals and moti- command: no one would take respon- vations. You can’t just give orders— sibility for anything that happened. you have to actually lead. And guess And if no one’s taking blame for what? It’s the same thing in the civil- what’s wrong, who’s going to fix the ian world. problem? No one! And those were the guys who would end up failing and I’m sure you’ve had execu- sometimes getting fired. tives tell you, “Look, all of this sounds great, but if I take own- When did you realize these ership of this huge problem Extreme Ownership principles we’re having at my company – if would work equally well in the I take the blame – they’ll fire business world, especially the me.” Extreme Ownership Authors Jocko construction industry? Willink (left) and Leif Babin. Willink: Well, first of all, it goes back happened on the battlefield, espe- Willink: Before I retired from the to my example of the bad leaders who cially when something went wrong. Navy, a CEO from a company asked came through my SEAL training So that’s kind of where the idea was me to brief his senior executives course. If you don’t take ownership shaped. about combat leadership. I said, “No of a problem, who’s going to solve it? When we came back from that problem,” and I basically declassi- No one. And if you’re in a leadership deployment, Leif and I moved into fied the SEAL leadership brief that position and you don’t take ownership positions in the SEAL team where I would give to all the SEAL leaders and get it fixed, you’re going to get we were conducting leadership train- who came through my training course fired anyway. The way you solve prob- ing. Leif was training junior lead- and presented it to the executives. As lems is to take ownership of them, ers coming out of the basic SEAL soon as I finished, they asked me to figure out a solution, then step up and training course, and I was training come back and train another division. implement it. SEALS in the advanced block who It soon became very obvious that the were getting ready to deploy to Iraq same principles we learned in combat But if a leader takes the fall for and Afghanistan. That’s where I con- were directly applicable to businesses everything that goes wrong, all stantly saw Extreme Ownership in of all kinds. the time, won’t that weaken the action. The good leaders would have When you break it down to its most incentive for his or her employ- something go wrong during a train- basic level, leadership in military and ees to do their best? If they ing mission. Rather than whining or the business world is the same. You know the leader will always take complaining about the results, they have to get a team to unify behind a the heat, won’t that chip away at would come back and say, “I didn’t plan, a mission, and make sure they their motivation? brief the guys well enough. I didn’t execute that mission efficiently and come up with a good enough plan. I effectively. That’s what leadership Willink: While you might think didn’t connect with the guys and show is. It doesn’t matter if you’re leading that would happen, it doesn’t. That them exactly what was expected.” someone on a construction project or scenario fails to take into account And the members of their platoons going out and killing bad guys. The the way people actually interact with would start acting the same way, tak- principles remain the same. each other. People respect a leader ing responsibility for mistakes. The It’s important to keep in mind that that takes ownership. When you as culture spread to everyone down the everyone thinks that in the military, a leader start taking ownership, that chain of command: “It wasn’t your guys are like robots: all you do is give attitude doesn’t stop with you. It actu- fault, boss, it was my fault!” At the them an order, and then they go exe- ally spreads throughout your entire end, those platoons were filled with cute that order without hesitation or chain of command, through all the people dedicated to solving problems. question. If that was the case, being people that you work with. Instead I also saw the opposite, as well. a military leader would be the easiest of becoming less motivated to do We’d have leaders who would come job in the world. But that’s not the their best, they actually become more back after a bad training mission and reality. In the SEAL Teams, you’re motivated. say, “My guys did X and Y wrong, the leading people who are very smart
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30852_Magazine.indd 12 11/23/15 2:27 PM I’ll give you an exam- is infinitely more effective, efficient ple. Let’s say you worked Willink: The and cohesive. for me, and you made bbiggestiggest hurdle a bunch of mistakes on in implement- Extreme Ownership can also something. I come up to ing Extreme have a powerful impact on job- you and say, “You’re not Ownership site safety. doing a good job, you’re is a person’s a failure, you’re a horrible own ego. Willink: Absolutely. At Echelon loser.” What kind of perfor- Everybody has Front, we do a fair amount of safety mance would you deliver for an ego. Everybody gets defen- briefs for companies. I would say that me in the future? sive when they are told they’ve done once again, safety boils down to lead- something wrong. I spend all of my ership. How do you get people to do Terrible. time talking about this and teaching the safe thing? You don’t want them it, but when somebody comes up and following a safety rule just because Willink: Of course. But what if I criticizes my performance, even I feel their boss told them to. You want came to you and said, “Listen, you my ego bristle. I have to put myself in them to understand why they’re doing had this thing happen, and it’s my check and say, “Wait a minute, this it, what they are risking personally if fault. I obviously didn’t plan it well person is trying to give you feedback they don’t do it, and you want to make enough. I didn’t give you the tools or so that you can improve.” sure they understand the costs of an training you needed. It’s on me, and I Nobody wants to take the blame unsafe environment – how it impacts want to do everything I can to make when things go wrong. It’s counterin- the company’s reputation and their sure that it doesn’t happen again.” tuitive for a human being to step up and financial stability. When you can do Are you going to support me and say “This is my fault.” Sure, they might that, people realize that safety isn’t work harder going forward? be afraid of getting fired or getting just another order they have to fol- blowback from other people in the com- low. Instead they understand why Without a doubt. pany, but the real reason is their ego. the procedure is in place, what it’s So the biggest thing you have to designed to prevent, and how it helps Willink: Sure, every once in a while do is put your ego in check and accept both the individual and the company you might have someone who just responsibility when things go wrong. as a whole. Safety, like any mission, is doesn’t want to work hard for anybody. If you never take criticism or accept about leadership at every level, from But most people want to do a good job. responsibility, it’s absolutely impossible the top of the corporate structure, They want to have a good reputation at to improve and get better at your job. to the front lines with boots on the work, build their careers, support their ground—they all make it happen. family, pay their mortgage. As their What are the benefits that the leader, if you lead with the attitude of Extreme Ownership concept Thank you very much for your “It’s my fault this went wrong,” people offers? How do people’s jobs time. don’t say, “Yeah you’re right, screw and careers change when they you.” It just doesn’t happen. They say, commit to this new path? Willink: Thank you. “You know what, boss, I should have done a better job. I should have went Willink: As we just discussed, on out there and got the equipment I a company level, a team level, the Jocko Willink and Leif Babin needed and handled it myself.” They amazing thing is that when one per- wrote the New York Times best sell- will literally say those things, and that’s son develops the Extreme Ownership ing book Extreme Ownership: How the difference. Leif and I have seen this mindset, it spreads to other people. US Navy SEALs Lead and Win, over and over again in both the SEAL What you end up with is a team where which is available wherever books Teams and in the business world. every member — from the top-level are sold. They are also available executive to the front-line person- through their company Echelon For many people, adopting the nel — all have the same attitude and Front to conduct training and key- Extreme Ownership mindset will are moving forward together. When note speeches on how to build and require radical changes in how you have a team where every single lead winning teams that operate they think, work and respond to person is a problem solver and solu- safely, effectively, and efficiently. problems. It’s not going to be tion finder, it completely changes the Visit www.echelonfront.com for easy. How do you recommend nature and culture of that team, and more information. people start? you end up with an organization that
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30852_Magazine.indd 13 11/23/15 2:27 PM The Productivity Solution by JACOB SNYDER s the unIon construction industry con- • People are not by nature passive or resistant to organi- tinues to evolve, contractors find themselves zational needs; their experience working in companies A facing a variety of challenges: manpower issues, has made them that way. non-union competition and lower profit mar- • Every worker has within them the capacity to be more gins, to name a few. They must tackle these problems motivated and assume more responsibility. It’s up to and, at the same time, struggle to satisfy customers who management to arrange work conditions and meth- are primarily concerned about cutting costs. This is a ods of operations so that people can achieve their own difficult scenario, to put it mildly. But what if I told you goals best by directing their own efforts toward orga- there is one thing you, as a contractor, can do to solve nizational objectives. all of these problems? The solution is to increase worker productivity, and the Take a moment and think about the managers you’ve way to do it is through teaching our management teams had in your career. The Theory X approach of managing how to motivate their workforces. This sounds simple, people has been prevalent for a variety of reasons, includ- but it’s not. And while it will take a commitment involv- ing our view of people’s intentions and our supervisors’ ing time, training, and money, this approach may just be lack of understanding of management concepts. the difference between your company growing or dying. If your company is like ours, you get most of your There is no arguing that an engaged and motivated work- supervisors from the craft ranks. This approach is great, force is more productive, but accomplishing this goal will because these folks bring a wealth of knowledge about how take work. to build projects as well as a keen knowledge of the work- The concept of motivating employees has been force. However, when most of our “future supervisors” around for decades, and the data is there to demonstrate were coming up through the ranks, they weren’t taking psy- the productivity improvements of an engaged work- chology or management classes; they were learning how to force. However, the answer about how to motivate and rig or weld. Their only experience with motivation in the engage employees is much more complicated. In 1960, workforce is based on how their previous bosses treated Douglas McGregor wrote a book called The Human Side them, and history tells us that Theory X was prevalent. of Enterprise. This book discusses what motivates people McGregor notes that the difference between these theories and why. It lays out two theories of management he calls is the difference between treating people as children and Theory X and Theory Y. A brief outline of these theories treating them as mature adults. is below. As we look at ways to motivate our workforce and increase productivity, it is important to remember that we Theory X are after long-term motivation (i.e., for the duration of a project), not short-term motivation. Short-term motivation • Management is responsible for organizing money, can be solved by things like paying more money or offer- materials, equipment and people. ing incentives. These are the kinds of things that will get • Management must direct people’s efforts, motivating people to a job and sometimes may be necessary. However, them and controlling their actions. Otherwise, people long-term motivation is something that is internally driven will be passive and even resistant to doing what needs and is about commitment to the cause. People want to be to be done. We often sum it up by saying that man- part of something bigger than themselves and it is manage- agement consists of getting things done through other ment’s job to help them fulfill that need. So while money people. may get someone to your jobsite, it is not going to inspire • The average worker, by nature, isn’t very bright. He or them to achieve the organization’s goals. she wants to work as little as possible, lacks ambition, Below are five ways that contractors can better moti- is resistant to change, doesn’t like responsibility and vate their workforce. However, none of these are achiev- would prefer dto be le by others. able without frontline supervisors who are committed to improvement and trained to implement these initiatives. Theory Y 1. Communicate Expectations – This starts with • Management is responsible for organizing money, sharing the big picture and setting objectives. Motivated materials, equipment and people. employees want to understand what they are doing and
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30852_Magazine.indd 14 11/23/15 2:27 PM why, so tell them. The projects we take on are impor- want to be treated. This means addressing concerns like tant because they often provide power to homes, establish clean, climate-controlled break areas, clean restrooms and medical facilities to treat illness, or grant means of access asking for input and assistance rather than barking orders. through infrastructure. This may seem like common sense, This is about the little things that make a workplace better. but let people know why the project is important to society. Because of the nature of our business, where the employ- Also, discuss why the project is important to the owner ees often come and go, it is easy to think of them as just and how great performance will lead to future opportuni- another tool or a means to an end, rather than as members ties. Further, set some objectives regarding project per- of the team who have human needs and emotions. formance, conduct and safety. Publish and discuss these objectives on a regular basis. The military does a great job I know that after reading all of this, some people will of communicating the mission in order to garner commit- view my suggestions as unrealistic. But remember: at its ment from the troops; make sure you do the same thing core, this business is a people business. We are not making with your workers. widgets; we are providing human resources to accomplish great tasks that move our country forward. If the primary 2. Challenge Employees – Most people are motivated function of your business is managing labor, isn’t it worth by the chance to perform. One way to do this is to set daily considering the possibility that finding new ways to moti- and weekly goals for productivity and track them. We as vate your workers could transform your business? contractors often do this internally, but then the informa- tion is never shared with our crews. Publish goals and Jacob Snyder is the TAUC Labor Committee progress in break areas, discuss them in end-of-shift meet- Chairman and Director of Safety and Labor ings, and maybe even have a competition between crews. Relations for Enerfab Power & Industrial, Inc. Whatever you do, remember that people want to achieve goals. This same theory applies to safety. Don’t just chal- lenge your crew to work the project safely; challenge them to work safe that day and to try and find three ways to improve safety or avoid incidents on the job as well.
3. Listen To and Involve Craftworkers – It is easy for our management teams and foremen to go out in the morn- ing and simply give orders to the crew. However, there is much benefit that can be gained from involving our crews in the process of planning and execution. Asking for input does two things. One, it gets the employees engaged in the mission and makes them a part of it (people are always more excited about work if they are executing their own idea). Two, the employees we hire often work on multiple Eric Dean Bill Brown Kevin Hilton projects for multiple owners and contractors, so they may General President Chairman CEO know a better way to do something. However, if they aren’t Iron Workers Ben Hur Construction IMPACT asked, they will just go along and follow orders. FEBRUARY 28 - MARCH 2, 2016 (DISNEY’S CORONADO SPRINGS, ORLANDO FLA.)
THE 2016 BREAKOUTS CREATED JUST FOR YOU 4. Recognition – It is imperative that we recognize per- • A Frank Discussion with Iron Workers and • Risks and Rewards of Running a formance. This doesn’t mean money; this is about satis- IMPACT Leadership (Contractors Only) Construction Business • The Canadian Branding Initiative • Metal Building Markets and Opportunity fying people’s need to feel valuable, and most people feel • Marketing and Branding…One Year Later • Risk-Based Planning Focusing on Crane great satisfaction when they are recognized by others for • Recruiting Top Notch Candidates: Civilians Assembly & Disassembly and Veterans • The IMPACT of Cash Flow and Working the work they do. This can involve a certificate, recogni- • Leveraging the 3D Model for Steel Erection Capital on Company Operations tion in morning meetings, or just a one-on-one conversa- • What Should Your Insurance Broker • Legislative Efforts for IW Jobs Do for You? • Understanding Contract Terms & tion with management letting the employee know that they • Driving Safety and Results in Your Fab Conditions that Can IMPACT Your Risk are appreciated and that what they have done has made a Shops • Tools for the Field: Adapting to Technology difference. If someone catches a safety hazard, or shares • AISC: Erector Certification Update knowledge of a new tool that improves a process, make Reserve Your Spot Today! sure they are recognized. bit.ly/labor_management2016 or scan QR code now.
5. The Golden Rule – This concept is about as simple as it gets, but is all too often forgotten. Treat others as you
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30852_Magazine.indd 15 11/23/15 2:27 PM 15th Annual Zero injury safety Awards® Celebrating More Than 19.8 Million Injury-free Work Hours
BMWC Constructors, ExxonMobil and the Will and Grundy Counties Building Trades Council received the top Gold Star award for 1,165,181 injury-free hours worked at the Joliet, Illinois Refinery.
ashIngton, dc - The National Maintenance of the National Construction Agreement. Altogether, the Agreements Policy Committee, Inc. (NMAPC) is 112 winning teams accounted for more than 19.8 million pleased to congratulate the winners of the 15th injury-free hours worked in calendar year 2014, bringing W ® ® Annual Zero Injury Safety Awards (ZISA ), the the grand total of injury-free work hours recognized to premier safety recognition program in the union construction more than 182 million since the ZISA® program began fif- and maintenance industry. teen years ago. The ZISA® Gala was held on Thursday, October 22 at the historic National Building Museum in Washington, The Year’s Top Winners D.C. Each Zero Injury Safety Award® recognizes an alli- ance between owner-clients, signatory contractors and The highlight of the evening was the presentation of local and international unions who worked together in a the top ZISA® honor - the Gold Star Award, reserved for tripartite fashion to achieve zero injuries on their industrial projects that have documented more than one million construction and maintenance projects. injury-free hours. This year the sole Gold Star Award went This year, 112 winning tripartite teams were honored, to BMWC Constructors, Inc. (contractor), ExxonMobil including one team that worked together under the auspices (owner-client) and the Will and Grundy Counties Building
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30852_Magazine.indd 16 11/23/15 2:27 PM Olympic Gold Medalist Jim Craig
Trades Council (labor) for perform- at the Bailly Generating Station in Crane, was Jim Craig, widely known ing 1,165,181 injury-free work hours Chesterton, Indiana. Eighteen other as the heart and soul of the 1980 U.S. at the Joliet Refinery in Joliet, Illinois. tripartite teams also received Bronze Olympic Hockey team. The “Miracle Another top team was The State Star Awards. on Ice” victory for the United States Group Industrial (USA) Limited The Certificate of Merit category rec- over the vaunted, seemingly unbeat- (contractor), Alcoa Inc. (owner-cli- ognizes projects that have documented able Soviet Union team is largely ent) and the Southwestern Indiana between 50,000 and 199,999 work regarded as one of the most extraor- Building Trades Council (labor). This hours performed without a record- dinary sports victories of all time, tripartite alliance was awarded the top able injury. This year’s top Certificate and the team’s success is attributed to ZISA® Silver Star Award for perform- of Merit winners were McCarl’s Inc. exceptional teamwork. ing 965,566 injury-free work hours (contractor), NRG Energy, Inc. (owner- Jim, who played goalie on that his- at the Warrick Generating Station in client) and the Johnstown Building toric team, parlayed his incredible Newburgh, Indiana. Six other tripar- Trades Council (labor) for perform- work ethic and determination into an tite teams also received Silver Star ing 190,346 injury-free work hours at impressive sales career spanning over Awards, which are given to proj- the Conemaugh Generating Station in 30 years. He kept the ZISA® Gala ects that have documented between New Florence, Pennsylvania. Eighty- crowd spellbound with stories from 500,000 and 999,999 hours worked four other tripartite teams also received the Olympic games and throughout without a recordable injury. Certificates of Merit. his life. He emphasized that the essen- This year’s top award in the Bronze To view and download award pic- tial teamwork principles that allowed Star category, for injury-free proj- tures from this year’s Gala, go to his team to capture gold can be trans- ects between 200,000 and 499,999 www.zisa.org/photos. lated into successful methods for the hours, went to BMWC Constructors, union construction and maintenance Inc. (contractor), Northern Indiana Gold Medal Principles industry, as well. Jim congratulated all Public Service Co. (owner-client) and of the ZISA® winners, and said he was the Northwestern Indiana Building This year’s ZISA® keynote speaker, truly impressed by how hard everyone Trades Council (labor) for 488,230 whose appearance was made pos- in our industry has worked to achieve injury-free work hours performed sible by the sponsorship of Chellino zero injuries.
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30852_Magazine.indd 17 11/23/15 2:27 PM To view and download award pictures from this year’s Gala, go to www.zisa.org/photos.
snapshots from the 2015 Zero injury safety Awards® gala
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30852_Magazine.indd 19 11/23/15 2:28 PM Thank You to Our Sponsors Gold Sponsors
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30852_Magazine.indd 20 11/23/15 2:28 PM nMAPC Zero injury safety Award® Winners Zero Recordable Injury Enerfab Power & Industrial, Inc. URS Energy and Construction, Inc., an AECOM Primary Energy Recycling Corporation Company Certificate of Merit Boilermakers Local Union No. 374 Eramet Marietta Company 53,204 Work Hours Operating Engineers Local Union No. 18 Solid Platforms, Inc. Cokenergy, LLC Plant 56,859 Work Hours Duke Energy Corporation East Chicago, IN Marietta Plant Indiana/Kentucky/Ohio Regional Council of Marietta, OH Carpenters - Southern Office Ryan & Associates, Inc. 50,163 Work Hours Alcoa Inc. Solid Platforms, Inc. William H. Zimmer Station United Association Local Union No. 25 Duke Energy Corporation Moscow, OH 53,407 Work Hours Indiana/Kentucky/Ohio Regional Council of Davenport Works Carpenters - Central Office Somerset Steel Erection Company, Inc. Davenport, IA 57,983 Work Hours NRG Energy, Inc. Edwardsport Generating Station Johnstown Building Trades Council Morrison Construction Company Edwardsport, IN 50,491 Work Hours ArcelorMittal Homer City Generating Station United Association Local Union No. 597 Commercial Contracting Corporation Homer City, PA 54,219 Work Hours General Motors Company LLC Indiana Harbor (East Chicago) Plant Michigan Building Trades Council AmQuip Crane Rental LLC (NACA) East Chicago, IN 59,331 Work Hours Otter Tail Power Company CET Romulus Engine Plant Operating Engineers Local Union No. 49 Pioneer Pipe, Inc. Romulus, MI 51,233 Work Hours Americas Styrenics Big Stone Power Plant Parkersburg-Marietta Building Trades Council Graycor Industrial Constructors Inc. Big Stone City, SD 54,375 Work Hours Northern Indiana Public Service Co. (NIPSCO) Marietta Chemical Plant Northwestern Indiana Building Trades Council Conti Electric Inc. Marietta, OH 60,364 Work Hours General Motors Company LLC R. M. Schahfer Generating Station IBEW Local Union No. 429 Chellino Crane Wheatfield, IN 51,830 Work Hours CITGO Petroleum Corporation Spring Hill Manufacturing Facility Operating Engineers Local Union No. 150 Aristeo Installation, LLC Spring Hill, TN 54,895 Work Hours General Motors Company LLC Lemont Petroleum Refinery Western Reserve Building Trades Council Matrix North American Construction Inc. Lemont, IL 60,664 Work Hours Enbridge Energy Company Lordstown Assembly Complex Michigan Building Trades Council Nooter Construction Company Lordstown, OH 51,836 Work Hours BP Products North America, Inc. Stockbridge Terminal Northwestern Indiana Building Trades Council Solid Platforms, Inc. Stockbridge, MI 55,000 Work Hours United States Steel Corporation Whiting Refinery Indiana/Kentucky/Ohio Regional Council of Atlantic Plant Services, Inc. Whiting, IN Carpenters - Northern Office Procter & Gamble Fabric and Home Care 62,579 Work Hours Carpenters Local Union No. 372 Babcock & Wilcox Construction Co., Inc. Gary Works 51,839 Work Hours NRG Energy, Inc. Gary, IN Lima Plant Johnstown Building Trades Council Lima, OH 55,338 Work Hours Burnham Industrial Contractors Conemaugh Generating Station NRG Energy, Inc. Atlantic Plant Services, Inc. New Florence, PA Johnstown Building Trades Council ExxonMobil 64,049 Work Hours Insulators Local Union No. 17 Atlantic Plant Services, Inc. Conemaugh Generating Station 51,956 Work Hours Hoosier Energy New Florence, PA Joliet Refinery Carpenters Local Union No. 224 Joliet, IL 55,343 Work Hours MCT Services, LLC Merom Generating Station FirstEnergy Corp. Scheck Industrial Merom, IN North Central West Virginia Building Trades Ameren Corporation Council Boilermakers Local Union No. 27 Matrix North American Construction Inc. 66,030 Work Hours 52,591 Work Hours Enbridge Energy Company Fort Martin Power Station Portage Des Sioux Power Plant Will and Grundy Counties Building Trades Maidsville, WV St. Louis, MO Council 55,443 Work Hours Enerfab Power & Industrial, Inc. Aristeo Construction Manhattan Terminal Northern Indiana Public Service Co. (NIPSCO) Ford Motor Company Manhattan, IL IBEW Local Union No. 531 Michigan Building Trades Council 66,481 Work Hours 52,649 Work Hours Michigan City Generating Station Livonia Transmission Plant Michigan City, IN Livonia, MI
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30852_Magazine.indd 21 11/23/15 2:28 PM Minnotte Contracting The American Group of Constructors CBI Services, Inc. FirstEnergy Corp. ArcelorMittal Consumers Energy North Central West Virginia Building Trades Northwestern Indiana Building Trades Council Michigan Building Trades Council Council 77,638 Work Hours 90,885 Work Hours 66,646 Work Hours Indiana Harbor West Plant J.H. Campbell Plant Fort Martin Power Station East Chicago, IN West Olive, MI Maidsville, WV Gribbins Insulation Company McCarl’s Inc. Walbridge Tooling Services, LLC Indianapolis Power & Light Company NRG Energy, Inc. Ford Motor Company Southwestern Indiana Building Trades Council Johnstown Building Trades Council Michigan Building Trades Council 80,225 Work Hours 91,732 Work Hours 67,525 Work Hours Petersburg Plant Homer City Generating Station Dearborn Truck Assembly Plant Petersburg, IN Homer City, PA Dearborn, MI McCarl’s Inc. Burnham Industrial Contractors Solid Platforms, Inc. NRG Energy, Inc. NRG Energy, Inc. ArcelorMittal Pittsburgh Building Trades Council Johnstown Building Trades Council Indiana/Kentucky/Ohio Regional Council of 80,906 Work Hours 91,930 Work Hours Carpenters - Northern Office Keystone Generating Station Homer City Generating Station 69,497 Work Hours Shelocta, PA Homer City, PA Burns Harbor Plant Burns Harbor, IN Atlantic Plant Services, Inc. McCarl’s Inc. BP Products North America, Inc. MarkWest Energy Partners, L.P. Scheck Industrial Insulators Local Union No. 17 Upper Ohio Valley Building Trades Council Southern Illinois Power Cooperative 81,446 Work Hours 92,544 Work Hours Boilermakers Local Union No. 363 Whiting Refinery Majorsville Station 69,521 Work Hours Whiting, IN Majorsville, WV Marion Generating Station Marion, IL Kiewit Power Constructors Co. Thermal Solutions, Inc. Public Service Enterprise Group (PSEG) The Williams Companies, Inc. Solid Platforms, Inc. New Jersey State Building Trades Council Pittsburgh Building Trades Council Duke Energy Corporation 81,798 Work Hours 98,522 Work Hours Indiana/Kentucky/Ohio Regional Council of Susquehanna to Roseland Project Oak Grove Plant Carpenters - Central Office Roseland, NJ Moundsville, WV 70,112 Work Hours East Bend Station Enerfab Power & Industrial, Inc. Abel Construction Company, Inc. Union, KY American Electric Power Ford Motor Company Tri-State Building Trades Council Greater Louisville Building Trades Council McCarl’s Inc. 82,384 Work Hours 99,292 Work Hours MarkWest Energy Partners, L.P. Gavin Power Plant Kentucky Truck Plant Upper Ohio Valley Building Trades Council Cheshire, OH Louisville, KY 71,614 Work Hours Barnesville Compressor Station Minnotte Contracting McCarl’s Inc. Barnesville, OH FirstEnergy Corp. FirstEnergy Corp. North Central West Virginia Building Trades Beaver County Building Trades Council Safway Services, LLC (Hammond) Council 102,468 Work Hours Northern Indiana Public Service Co. (NIPSCO) 82,782 Work Hours Bruce Mansfield Plant Indiana/Kentucky/Ohio Regional Council of Fort Martin Power Station Shippingport, PA Carpenters - Northern Office Maidsville, WV 71,618 Work Hours The State Group Industrial (USA) Limited Bailly Generating Station URS Energy and Construction, Inc., an AECOM Alcoa Inc. Chesterton, IN Company Southwestern Indiana Building Trades Council Illinois Power Generating Company (Dynegy) 105,319 Work Hours StructSure Scaffold & Insulation, LLC Lincoln Land Building Trades Council Warrick Operations American Electric Power 86,338 Work Hours Newburgh, IN Tri-State Building Trades Council Newton Power Station 74,596 Work Hours Newton, IL United Construction Company, Inc. Big Sandy Plant Northern Indiana Public Service Co. (NIPSCO) Catlettsburg, KY Matrix North American Construction Inc. LaPorte, Starke and Pulaski Counties Building United States Steel Corporation Trades Council APComPower Inc. Northwestern Indiana Building Trades Council 106,531 Work Hours Kansas City Power & Light Company 88,172 Work Hours Michigan City Generating Station Greater Kansas City Building Trades Council Gary Works Michigan City, IN 76,109 Work Hours Gary, IN Iatan Power Plant Chemsteel Construction Company Weston, MO APComPower Inc. FirstEnergy Corp. Consumers Energy Beaver County Building Trades Council Michigan Building Trades Council 106,838 Work Hours 89,335 Work Hours Bruce Mansfield Plant D.E. Karn Plant Shippingport, PA Essexville, MI
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30852_Magazine.indd 22 11/23/15 2:28 PM Tranco Industrial Services, Inc. McCarl’s Inc. Conti Electric Inc. ArcelorMittal Vallourec Star, LP General Motors Company LLC Laborers Local Union No. 81 Western Reserve Building Trades Council Michigan Building Trades Council 106,889 Work Hours 136,557 Work Hours 163,059 Work Hours Burns Harbor Plant Youngstown Plant Hamtramck Assembly Center Burns Harbor, IN Youngstown, OH Hamtramck, MI
Thatcher Foundations Inc. Burnham Industrial Contractors Triangle Enterprises, Inc. BP Products North America, Inc. FirstEnergy Corp. Westlake Monomers Corporation Pile Drivers Local Union No. 578 North Central West Virginia Building Trades Carpenters Local Union No. 357 108,266 Work Hours Council 164,696 Work Hours Whiting Refinery 141,241 Work Hours Calvert City Plant Whiting, IN Fort Martin Power Station Calvert City, KY Maidsville, WV Matrix North American Construction Inc. StructSure Scaffold & Insulation, LLC Enbridge Energy Company Solid Platforms, Inc. American Electric Power Livingston and Mclean Counties Building Trades ArcelorMittal Tri-State Building Trades Council Council Indiana/Kentucky/Ohio Regional Council of 167,779 Work Hours 114,389 Work Hours Carpenters - Northern Office John Amos Power Plant Flanagan Terminal 141,351 Work Hours Saint Albans, WV Pontiac, IL Indiana Harbor (East Chicago) Plant East Chicago, IN Industrial Contractors Skanska Gribbins Insulation Company American Electric Power Marathon Petroleum Corporation Solid Platforms, Inc. East Central Ohio Building Trades Council Insulators Local Union No. 37 Duke Energy Corporation 173,972 Work Hours 115,481 Work Hours Indiana/Kentucky/Ohio Regional Council of Conesville Power Plant Robinson Refinery Carpenters - Central Office Conesville, OH Robinson, IL 148,247 Work Hours Cayuga Generating Station APComPower Inc. Thermal Solutions, Inc. Cayuga, IN Dominion Power Ohio Valley Electric Corporation North Central West Virginia Building Trades Tri-State Building Trades Council Pioneer Pipe, Inc. Council 117,676 Work Hours Solvay Specialty Polymers 176,593 Work Hours Kyger Creek Power Plant Parkersburg-Marietta Building Trades Council Mount Storm Power Station Cheshire, OH 149,417 Work Hours Mount Storm, WV Marietta Plant Atlantic Plant Services, Inc. Marietta, OH Enerfab Power & Industrial, Inc. Ameren Corporation FirstEnergy Corp. Carpenters Local Union No. 1839 The American Group of Constructors Parkersburg-Marietta Building Trades Council 120,220 Work Hours BP Products North America, Inc. 177,850 Work Hours Labadie Power Plant Northwestern Indiana Building Trades Council Pleasants Power Station Labadie, MO 154,207 Work Hours Willow Island, WV Whiting Refinery Gribbins Insulation Company Whiting, IN Matrix North American Construction Inc. Alcoa Inc. United States Steel Corporation Southwestern Indiana Building Trades Council Graycor Industrial Constructors Inc. Southwestern Illinois Building Trades Council 121,069 Work Hours AK Steel 184,967 Work Hours Warrick Generating Station Butler County Building Trades Council Granite City Works Newburgh, IN 155,923 Work Hours Granite City, IL Middletown Works Morrison Construction Company Middletown, OH Chapman Corporation ArcelorMittal MarkWest Energy Partners, L.P. Northwestern Indiana Building Trades Council Stevens Engineers & Constructors, Inc. Upper Ohio Valley Building Trades Council 123,509 Work Hours United States Steel Corporation 189,791 Work Hours Burns Harbor Plant North Central Ohio Building Trades Council Majorsville Station Burns Harbor, IN 158,805 Work Hours Majorsville, WV Lorain Tubular Operations McCarl’s Inc. Lorain, OH McCarl’s Inc. MarkWest Energy Partners, L.P. NRG Energy, Inc. Upper Ohio Valley Building Trades Council Broadway Electric Service Corporation Johnstown Building Trades Council 129,427 Work Hours Bridgestone Americas, Inc. 190,346 Work Hours Hopedale Fractionator Plant IBEW Local Union No. 429 Conemaugh Generating Station Hopedale, OH 159,400 Work Hours New Florence, PA Warren County Plant Chemsteel Construction Company Morrison, TN FirstEnergy Corp. Upper Ohio Valley Building Trades Council Chapman Corporation 134,697 Work Hours MarkWest Energy Partners, L.P. W. H. Sammis Plant Upper Ohio Valley Building Trades Council Stratton, OH 160,336 Work Hours Condensate Stabilization Facility Cadiz, OH
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30852_Magazine.indd 23 11/23/15 2:28 PM Zero Injury Plaque – Chapman Corporation Zero Injury Plaque – FirstEnergy Corp. Bronze Star North Central West Virginia Building Trades Silver Star Council Safway Services, LLC (Hammond) 249,316 Work Hours MC Industrial Northern Indiana Public Service Co. (NIPSCO) Harrison Power Station BP Products North America, Inc. Indiana/Kentucky/Ohio Regional Council of Haywood, WV Northwestern Indiana Building Trades Council Carpenters - Northern Office 509,009 Work Hours 212,541 Work Hours Thermal Solutions, Inc. Whiting Refinery R. M. Schahfer Generating Station United States Steel Corporation Whiting, IN Wheatfield, IN Pittsburgh Building Trades Council 249,528 Work Hours Cannon Sline Industrial, Inc. Solid Platforms, Inc. Clairton Works BP Products North America, Inc. BP Products North America, Inc. Clairton, PA Painters Local Union No. 460 Indiana/Kentucky/Ohio Regional Council of 673,659 Work Hours Carpenters - Northern Office Norris Brothers Company, Inc. Whiting Refinery 213,357 Work Hours Alcoa Inc. Whiting, IN Whiting Refinery Cleveland Building Trades Council Whiting, IN 251,705 Work Hours GVH Environmental, Inc. Forged and Cast Products Plant American Electric Power National Steel Erection, Inc. Cleveland, OH Upper Ohio Valley Building Trades Council Dominion Power 704,067 Work Hours Hampton Roads Building Trades Council Enerfab Power & Industrial, Inc. Cardinal Plant 214,759 Work Hours Ohio Valley Electric Corporation Brilliant, OH Brunswick County Power Station Tri-State Building Trades Council Freeman, VA 257,528 Work Hours Superior Construction Company, Inc. Kyger Creek Power Plant BP Products North America, Inc. Commercial Contracting Corporation Cheshire, OH Northwestern Indiana Building Trades Council General Motors Company LLC 761,430 Work Hours Michigan Building Trades Council Enerfab Power & Industrial, Inc. Whiting Refinery 216,331 Work Hours American Electric Power Whiting, IN Hamtramck Assembly Center Parkersburg-Marietta Building Trades Council Hamtramck, MI 297,593 Work Hours Enerfab Power & Industrial, Inc. Muskingum River Plant American Electric Power Matrix North American Construction Inc. Beverly, OH Upper Ohio Valley Building Trades Council United States Steel Corporation 770,677 Work Hours Pittsburgh Building Trades Council Enerfab Power & Industrial, Inc. Mitchell Power Plant 220,999 Work Hours American Electric Power Moundsville, WV Clairton Works Charleston Building Trades Council Clairton, PA 297,646 Work Hours RMF Nooter, Inc. John Amos Power Plant BP Products North America, Inc. Graycor Industrial Constructors Inc. Saint Albans, WV Northwestern Ohio Building Trades Council ArcelorMittal 843,080 Work Hours Northwestern Indiana Building Trades Council Bilfinger Industrial Services Inc. Toledo Refinery 223,069 Work Hours Procter & Gamble Hair Care LLC Oregon, OH Burns Harbor Plant Cedar Rapids Building Trades Council Burns Harbor, IN 326,493 Work Hours The State Group Industrial (USA) Limited Iowa City Plant Alcoa Inc. Minnotte Contracting Iowa City, IA Southwestern Indiana Building Trades Council FirstEnergy Corp. 965,566 Work Hours North Central West Virginia Building Trades Chapman Corporation Warrick Generating Station Council Blue Racer Midstream, LLC Newburgh, IN 224,884 Work Hours Upper Ohio Valley Building Trades Council Harrison Power Station 377,551 Hours Worked Haywood, WV Natrium Plant Zero Injury Plaque – Natrium, WV McCarl’s Inc. Gold Star Talen Energy (formerly PPL Corporation) Day & Zimmermann NPS, Inc. Lehigh Valley Building Trades Council Talen Energy (formerly PPL Corporation) BMWC Constructors, Inc. 229,102 Work Hours Northeastern Pennsylvania Building Trades ExxonMobil Martins Creek Station Council Will and Grundy Counties Building Trades Council Bangor, PA 412,843 Work Hours 1,165,181 Work Hours Susquehanna Nuclear Plant Joliet Refinery Broadway Electric Service Corporation Berwick, PA Joliet, IL General Motors Company LLC Nashville Building Trades Council BMWC Constructors, Inc. 230,926 Work Hours Northern Indiana Public Service Co. (NIPSCO) Spring Hill Manufacturing Facility Northwestern Indiana Building Trades Council Spring Hill, TN 488,230 Work Hours Bailly Generating Station Chesterton, IN
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30852_Magazine.indd 24 11/23/15 2:28 PM Crunch the Numbers by BILL KROEGER Ike most people who live in St. Louis, I’m their large-market competitors. This system is today called a huge Cardinals fan. Despite their loss to the “sabermetrics” — the empirical analysis of baseball statis- L Chicago Cubs in this year’s National League tics to measure in-game activity. Division Series, the fact that they were able to Sabermetrics challenged many of baseball’s long-held win 100 games this season after losing their ace pitcher in beliefs and assumptions. As shown in Moneyball, many of the April and two of their starting hitters for most of the season “old school” coaches and scouts wanted nothing to do with is incredible. statistics – they believed in evaluating talent by relying largely How’d they pull it off? One of the main reasons was the on conventional wisdom (i.e., “We’ve always done it this team’s ability to find talent at an early age and bring these way”) and using their “gut feelings” to determine whether a young men up through their unique training system. In young pitcher or batter could make it in the big leagues. 2011, when the Cardinals won the World Series, it was with But sabermetrics is all about data, not emotions or intu- a roster that featured 19 “homegrown” players recruited ition. It forces coaches and managers to evaluate talent straight from the high school and college ranks -- the differently and stop making assumptions based on who’s most of any team in Major League Baseball. Even more considered a “star” player and who’s considered “average.” impressive is that eight of those 19 homegrown players were As Billy Beane proved, it’s possible to “crunch the numbers” drafted after the tenth round. This showcases the Cardinals’ and find hidden value in players that everyone else missed. ability to find value and cultivate talent that, in many cases, For instance, a player’s ability to consistently get on base may their competitors misjudged or simply overlooked. not sound as exciting as hitting a grand slam, but statistically speaking, it often can make a greater difference between We need to set aside winning and losing games. Therefore, utility players who old beliefs and opinions about what a “real” union worker looks and acts like and come up with a new set of metrics to evaluate talent.
You might be wondering what all of this has to do with our industry. Well, in case you haven’t noticed, lately we’ve been losing a lot of our “star players,” too. Highly skilled and experienced Baby Boomer craft workers are retiring by the thousands each year. The industry has been scrambling to replace them, and apprenticeship programs around the country have kicked into overdrive. But it’s still an open question whether we will be able to attract the young, gifted talent we need to compete in the challenging 21st- century economy. That’s why it’s instructive to look more closely at exactly how the Cardinals manage to find and train such great young talent year in and year out. Baseball has been transformed over the past two decades through the utili- zation of statistical analysis. The movie Moneyball starring Brad Pitt helped springboard some of these concepts into popular culture. It told the story of how Oakland Athletics General Manager Billy Beane (played by Pitt) used this Ask about FREE Union Reporting! concept to allow his small-market team to make the play- (800)949-9620 offs in 2002 and 2003 with much smaller budgets than
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30852_Magazine.indd 25 11/23/15 2:28 PM were once considered expendable suddenly become an inte- Going forward, we need to pay less attention to surface- gral part of a team with championship aspirations. level differences between our generations and focus more If our industry hopes to survive, we need to take a simi- on actual performance metrics. We need to focus more on lar approach as we work to recruit the next generation of identifying and teaching the skills our owner-clients expect craftspeople. We need to set aside old beliefs and opinions from union workers, then carefully measure how each per- about what a “real” union worker looks and acts like and son performs those skills. Which young apprentices are come up with a new set of metrics to evaluate talent. consistently meeting and exceeding these new performance I’m not suggesting we throw away the core principles and standards? Forget where they grew up or how many tattoos traditions that make our industry great – not by a long shot. they have or who their dad is – are they meeting expecta- But at the same time, we have to understand that the world tions? Are they demonstrating the qualities that will make my generation grew up in no longer exists. It’s futile to them great journeymen or perhaps even foremen? walk around looking for people who remind us of ourselves If so, we need to do whatever it takes to hang on to when we were 18 or 19 years old. It’s unfair to today’s young these folks. We need to demonstrate that we respect and people, who grew up in a more affluent and technologically value their contributions to our industry. The old guys need advanced society – thanks in large part to our hard work to convince young men and women that the door is wide and the contributions of our parents and grandparents. open for them. The craftworkers who will help our industry win may not look or talk exactly like us. They will most likely Bill Kroeger is the TAUC LEO Committee Chair have different personal interests and styles. But so what? and Vice President of Labor Relations for the I’ll wager that the young Cardinals players have very lit- Associated General Contractors (AGC) of Missouri. tle in common with their older coaches when it comes to music, clothes and movies. But they make it work anyway – because the older guys focus on training them in the fundamentals.
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30852_Magazine.indd 26 11/23/15 2:28 PM Teamwork – From Ants to Humans by JOE LASKY, JR., CSP, CHMM at a recent church In our business, the team concept is scenarios for employees. The message service, our pastor told a crucial to the success of the venture of these sessions/training should focus A fascinating story about how or job. But it’s much more than that. on common goals and the importance fire ants survive using team- It could mean a matter of safety and of maintaining a positive attitude, and work. She showed a short video of how security, in some cases. emphasize leadership through a com- the fire ants survive in an emergency However, not everyone possesses mitment to personal growth. such as a flood. They can literally An ant that isn’t doing his part in “walk on water” and through the power keeping the raft afloat will most likely of teamwork, float together across rivers The more efficiently be washed away by the rushing waters. like living boats. The pastor referred everyone works together, Employees who don’t understand to the fact that if the congregation their roles on a team face a similar worked together as a team, similar to the more productive danger. They won’t literally be swept the fire ants, there would be nothing away, of course. But if they distance that they could not achieve. and profitable our themselves from their team through Well, the lightbulb went on in a less-than-commendable attitude or my brain. It made me think about business will be. by focusing on their own interests humans in general – why can’t we rather than the benefit of everyone, do things that are equally astonish- the same inherent nature of the fire they may experience unwanted career ing as well? If we all work together, ant. Not all team members are “all changes or stagnation. anything is possible. Over the last in” for the cause, for the sake of the There are many ideas and thoughts several years on the job, I have found greater good. Some “team” members as to how we can strengthen our that with our larger projects — i.e., operate independently, serving their teams. Here are four critical keys: turnarounds involving hundreds of own agendas. Some are less social employees at both the managerial and and less likely to work well in a team • Positive Attitude craft levels — the only way to achieve setting. So, unlike the ant, employees • Communication 100% cooperation is through com- may need to be nurtured and taught • Personal Growth/Leadership munication and teamwork. team building skills. Our business • Common Goals If we were to compare fire ants models should include team building with employees or team members, it means we are looking for a synergistic relationship. In other words, the more efficiently everyone works together, the more productive and profitable our busi- ness will be. The players on our typical large projects include field engineers, quality managers, safety managers, superintendents, foremen, and line per- sonnel (craft). Each one of these players depends on one another to be success- ful. All work packages created by the customer have to be signed off by the people listed above. If one of the sig- natures is missing or not obtained, the work will not proceed on that package. Just as the survival of the ants is Pavlov dependent on the concept of working as a team, likewise the survival – and safety – of our crews is dependent
upon each person working together. hutterstock/Andrey s
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30852_Magazine.indd 27 11/23/15 2:28 PM If all employees maintain a positive attitude at work, audience. There are techniques/protocols that are used in they can easily be trained for improving skills. Just like the industry to ensure proper and sufficient understanding of fire ants, people with positive attitudes are more likely to the information being transmitted. work well together to accomplish goals. A positive attitude If each individual, especially managers, develops personally can be fostered in employees through an inclusive approach and strives to be a more effective leader, the entire organiza- by the management. If one is included in task planning or tion will improve. Leadership is key to sustaining a positive incident reviews, for example, he or she is more apt to feel team, all working toward one objective in a safe environment. accepted by the team. Synergy and productivity will be evident when all the Understanding what motivates an individual is a pow- teams are happy and work together to accomplish com- erful driver towards helping them forge a positive atti- mon goals – i.e. a successful turnaround project. tude. The ant is motivated through a desire to stay alive. Whether you are a single fire ant or individual employee, Employees’ motivation is encouraged through feelings of working as a team continues to be good business. And his- acceptance and shared pride in the work they perform. tory has shown time and again that companies with strong Communication is something we do automatically – team-building processes in their cultures achieve the great- like breathing. On a daily basis, we talk to our spouses, est financial rewards. kids, and friends without giving much thought as to how So with that in mind – If ants can do it, why can’t we? we are doing it. But communicating effectively comes with Have a Safe Day! experience. Choosing the right words, listening with our minds and not just our ears, and getting the message across Joe Lasky is Chair of the TAUC Safety and are skills most everyone needs to work on. Health Committee and Director of Corporate Communication needs to be one-directional at times, Safety, Health and Environment for Scheck like when you’re informing everyone about a new policy Industries. or procedure. However, the better communicators have a trait that seeks a response of understanding from their
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150304_TAUC28 Spring | The Ad_MNAC.indd ConsT ruCTion 1 u ser • www. T auC . org3/5/2015 1:42:48 PM
30852_Magazine.indd 28 11/23/15 2:28 PM Why Union Contractors Need to Lobby for Their Cause by TODD MUSTARD
ver the past several years, The Association When people work together they can make a of Union Constructors (TAUC) has been plac- difference, too. We are all members of the union o ing more and more emphasis on government construction and maintenance community. We know relations. The latest example of this long-term the issues impacting our businesses and lives, and we strategic commitment is the creation of the new ten-mem- also know how they can best be addressed. Working ber TAUC Government Affairs Committee, which Chair together, our voices are strengthened and amplified, Jake Locklear of Atlantic Plant Maintenance introduced and are much harder to ignore. last issue (see Fall 2015, Page 24). Laws are imperfect, and people can change Although it’s only a few months old, the Committee them. The United States has a rich history full of peo- has hit the ground running. Members have already ple and groups that fought against great odds to make identified the top priorities and action items for 2016 significant strides. Think of the sweeping reforms that and beyond, based on feedback from our contractors. have been implemented in the areas of child labor laws, These priorities include ensuring that the final piece public schools and Social Security. Change is not easy of the multiemployer pension reform puzzle – specifi- to achieve, but it can be accomplished when people are cally, the authority for plan sponsors to implement com- actively involved in lobbying. posite plan designs in certain situations – is passed by Lobbying is part of the democratic process. Congress; battling against environmental policies which Informed citizens have a right – and some might say negatively impact the construction and maintenance even an obligation – to engage with policymakers and activities of our contractor members; and supporting the let them know how the laws are impacting their lives repeal of the Affordable Care Act’s 2018 “Cadillac Tax” and businesses. Lobbying for change is at the very heart on the health and welfare funds to which our members of our democratic system. contribute. Policy makers need to hear about and under- That’s an ambitious “to do list,” and committee mem- stand your specific expertise. Every professional lob- bers won’t be able to complete it on their own. TAUC byist will tell you that personal stories are incredibly needs all of its members to assist in lobbying their repre- powerful tools for change. People and policymakers sentatives on Capitol Hill. The good news? It’s a lot eas- can learn from your story. ier than you think. Here are a few facts to keep in mind: Lobbying has the ability to advance our causes Lobbying is easy. Lobbying is not some mysterious and build public trust. When our policy makers don’t rite that takes years to master – really, it’s just another understand the type of work we do, or get to know the term for communicating your thoughts on a certain people who make their living in the union construction issue to people in government. You can learn the basics and maintenance industry, it hurts all of us. of how to lobby — whom to call, when to call, and In 2016 and beyond, I urge you to get involved in what to say — in minutes (literally). There are a few TAUC’s lobbying efforts and help tell our story both simple reporting rules that your nonprofit organization locally and nationally. That’s the only way the issues needs to follow, but they aren’t complicated. Call me at impacting our industry can be addressed by the policy (703) 524-3336 x112 and I’ll be happy to help you get makers in a knowledgeable and competent way. started. You as an individual can make a difference. Todd Mustard is TAUC’s Senior Director of Government There are success stories told nightly on the national Affairs and Member Services. He can be reached at (703) 524- and local news of someone who took the time to do 3336 x112 or [email protected]. something about an issue they care dearly about, and was able to effect real change. It’s not always easy, and it won’t happen overnight, but if you’re passionate about an issue affecting your business or the industry in general, you can make sure that your voice is heard.
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30852_Magazine.indd 29 11/23/15 2:28 PM Feds to Hold Execs Responsible for Corporate Wrongdoing Continued from Page 5 counsel be able to bargain away indi- vidual liability as a condition to the corporation agreeing to a settlement. In criminal investigations, it may be apparent from the inception of the investigation that the corporation and the corporate employees involved have conflicting interests. There may be a need for involved individuals to hire separate counsel at a much earlier stage in the investigation.
What Should Contractors Do?
Contractors should make sure that their company has effective corporate compliance programs covering all areas of potential exposure. Whether hutterstock s the issue involves the Foreign and pay a fine. Except in the most responsible from the inception of Corrupt Practices Act, OSHA safety unusual circumstances (i.e., criminal the investigation. requirements, antitrust, or environ- antitrust cases), it is unusual to see 3. If the government is conducting mental matters, the company compli- corporate executives jailed or required both civil and criminal investiga- ance program must be well designed to pay a fine. tions, the government attorneys to explain to corporate officers what But all of that is about to change. responsible for each investigation they can and can’t do. Responsible On September 9, 2015, Deputy should be in routine communica- corporate officials must be thoroughly Attorney General Sally Quillan Yates tion with one another. trained when joining the company sent out a memo to the DOJ enforce- 4. Absent extraordinary circum- and that training should be updated ment divisions (which represent stances or approved government at least annually. Contractors should the federal government in regula- policy, the DOJ will not release adopt a “zero incident” culture for tory enforcement actions), all U.S. culpable individuals from crimi- all types of illegal conduct and estab- Attorneys, the FBI and other federal nal or civil liability when resolv- lish lines of communications whereby agencies. In that memo, she stated that ing a matter with a corporation. company employees can get quick from now on, the DOJ will follow a 5. The DOJ attorneys should not answers to questions before they strong policy of holding corporate offi- resolve any matter with a cor- take action. The corporation should cers responsible for corporate wrong poration without a clear plan to also adopt a whistle blower policy to doing. Deputy Attorney General Yates resolve related individual cases. encourage compliance. was very specific regarding the steps 6. DOJ civil enforcement attorneys These are serious matters and must to be followed by DOJ prosecutors should consistently focus on indi- be treated seriously. When a new before giving a corporation any type viduals as well as the company employee joins your management of credit for cooperating in an investi- and evaluate whether to bring team, that employee must be taught gation. The memo provides that: suit against any individual based from day one that your company has on considerations beyond that a culture of strict compliance with all 1. In order to qualify for any coop- individual’s ability to pay a fine. the laws affecting your business and eration credit with any Federal that managers who do not follow that prosecutor, a corporation must What does this mean for contrac- policy will be fired. provide the prosecutor with all tors? It means that if your company relevant facts relating to the becomes involved in a federal inves- Steve Fellman is a share- individuals responsible for the tigation, from the outset the investi- holder with GKG Law misconduct. gators will want to know the identity in Washington, D.C. He 2. Criminal and civil Federal of the individuals responsible for is also general counsel to enforcement actions should the alleged improper action and the The Association of Union focus on the individuals details of each individual’s involve- Constructors. ment. No longer will company
30 | The ConsT ruCTion u ser • www. T auC . org
30852_Magazine.indd 30 11/23/15 2:28 PM SAVE THE DATE! 2016 TAUC Leadership Conference Ritz-Carlton Naples Golf Resort May 3-6, 2016 Naples, Florida
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30852_Magazine.indd 31 11/23/15 2:28 PM Coming in Early 2016
The National Maintenance Agreements Policy Committee, Inc. (NMAPC) is pleased to announce a new comprehensive web-based portal for all things related to the National Maintenance Agreements (NMA). The NMA I.Q. eLearning Resource Center will be a valuable tool for newcomers to the NMAPC Program as well as seasoned veterans seeking a specific piece of information — and everyone in between. www.NMAIQ.org
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