The overall project included construction of Stony Brook Hospital’s 245,000-sq-ft Medical and Research Translation—or MART—building and a 225,000-sq-ft hospital pavilion, totaling up to 3 million hours worked.

The team achieved a culture of safety day by day. A judge praised the “incredible safety record through significant exposures.”

Infractions received immediate instructive feedback; in more recalcitrant cases, the team mandated retraining sessions within the safety office trailer. Weekly safety meetings were conducted using Safety Toolbox Talks, offering a review of any project-specific conditions.

General superintendent Harry Hansen was responsible for ensuring safety on the jobsite at all times. E.W. Howell’s in-house safety committee did a walk-through of the job and made recommendations—an action not required by the owner, but rather a proactive step taken by the firm’s safety director.

Additionally, subcontractors attended periodic luncheons on the jobsite during which those who demonstrated exemplary safety techniques received giveaways—hundreds of dollars’ worth of gift cards and prizes—helping to motivate subcontractors to meet and exceed safety standards.

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