A lot of times the concerns fall into just a few different categories based on size—like what's our maximum [person] load going to be out there? Is this a job with 10 [workers] or 200? Once we get into double digits, we're talking full-time site safety people and finding the right person depending on where the job is. We work all over the western United States, so we could be in mountain regions with ice and snow or out in Anza-Borrego Desert where it's hotter than heck. We figure out environmental risks for what we're building.

How important is the general contractor in your safety evaluation?

If we have a general contractor that's safety savvy, that's super helpful, because you're just kind of melding into a great safety culture. If you've got a smaller general contractor that really relies on its subs more, then we've got our work cut out because sometimes we're working next to other trades that aren't as interested or committed to safety as we are.

What are the main hazards faced by interior wall and ceiling construction work?

The most common injuries are debris in the eyes and cuts. We wear 100% safety glasses, and for overhead work—cutting, fastening, chop saws or grinders—we use full face shields along with them. Folks still get stuff in their eyes. It's hot work; you get a sweaty brow, debris sticks, you rub it, and it falls between the glasses and your eyebrow, and you rub it right into your eye. We deal with sharp material like metal studs. We wear high cut-level gloves, so it's usually not hands getting cut—it's an arm, elbow, or leg catching a sharp edge through jeans or a sleeve. It's a relatively small cut. The most severe hazards we worry about are falls and material handling.

Is there a lot of work done on ladders?

We don't use ladders for the most part. We own a lot fewer ladders today than we did 10 years ago. We use mobile scaffolds, scissor lifts—anything but a ladder. On a big job with probably 150 guys framing and drywalling, we have just four ladders on the whole site. They stay chained up next to a gang box, and if you need one, you have to go to the safety guy and tell him why. When we do use them, we prefer podium ladders.

What about loading and unloading materials and potential hazards from loading areas?

Most people, even other trades, don't realize how heavy drywall is. A 4-by-12 sheet that's 5/8 inches thick is 120 pounds—one sheet. A stack of 20 leaning against a wall is literally a ton of weight. Moving material is a real focus of our field leadership. We always stock drywall flat whenever we can. When we have to lean it in a corridor, we secure it with a rock steady clip. This gets fastened to the wall with a cable that slides over the sheet. People try to pull sheets back to see outlets behind the drywall we've blocked. Suddenly they're trying to hold up 8,000 or 9,000 pounds. It starts to fall and they want to catch it—and they break a leg or arm because they're not wise enough to just get out of the way. The clip prevents accidental knocks and stops people from pulling it, because they see it's secured for a reason.

Does your job cover air quality and heat protection?

We do a lot of drywall sanding. We use airflow and dustless sanders that suck the dust straight into a vacuum. When sweeping, we use Clean Sweep—you sprinkle it on the ground, it sticks to the dust so you're not pushing it into the air. It's biodegradable. For heat protection, we have a Heat Illness Prevention Plan. It's required in California and we implement it nationally. We buy water by the pallet, all bottled now for sanitation. Most of our work is in the shade—inside the building or on exterior scaffold shaded by the structure or privacy green screens. We do a lot of training and planning for it.

How do people get hurt doing what they do?

Debris in the eyes and a lot of strains and sprains from lifting heavy material every day. Knock on wood, we don't have many falls from heights because our folks are tied off and trained, wearing harnesses and lanyards. When we do see falls, it's usually same-elevation or a misstep. We've had a guy descending a scissor lift step back onto something another trade left behind, lose his footing, and go down. It's really just an attention and communication thing.

What about personal protective equipment and fall protection?

We wear 100% safety glasses and full face shields for overhead work. We use high cut-level gloves for sharp material. For fall protection we use harnesses, lanyards—mainly retractables. All trade [workers] are trained, and supervisors get competent person training. We stick to one brand for consistency so there's no learning curve.

Do you have a heavily Hispanic workforce and if so, how do you deal with language comprehension issues?

We do have a lot of Hispanic workers. Most speak at least a little English, but our new-hire orientation training is in both English and Spanish. We developed it with our own people—[forepersons], superintendents and executives—giving short video clips from HAZCOM to fall protection, explaining why it's important. There's a quick quiz after each section to keep people engaged, and they get a certificate. The union does training as well.

Lupo say communications with trades is a priority.

What ideas about safety are most important to you?

Most important is communication with the trades. Many injuries can be avoided with better warnings, instruction and coordination. You also need to understand PPE limitations so you choose the right level versus usability. A welding glove on a drywall finisher won't work—he'll take it off because he can't do the job. Communication matters: “I'm working over here if you're working over there.” Like the example I gave about the [worker] stepping off the scissor onto plumber's material another trade left and fell. That was pure communication failure. From the trade side, we want someone who can say, “Hey boss, I've never done that before. I need training or to be shown how.” Trade people have become more empowered and take more responsibility for their own safety.

How comfortable are your people speaking up if they see something amiss or if they think they have a better way of doing things?

They are very comfortable on both fronts. For example, a superintendent in Montana wanted a safer way to install exterior panels from inside the building instead of hanging off with a crane. He designed a cart that rolls the panel, locks in place, and lifts it while the crew secures it. It started as a safety idea. The owners said, “Do it—here's a budget.” They're building a prototype and expect to use it this summer. It will make the process safer and likely improve production and quality too. 

Do you incorporate any of the newer philosophies of High-Energy Safety, STCKY (Stuff that Can Kill You) and Human and Organizational Performance?

I've learned a little about STCKY and think what they've got going on is good. The STCKY program puts it in plain construction terms, which I like. We definitely use human and organizational performance concepts, although we don't always call it that. The Montana cart is a perfect example: one person had an idea, we brought all the players together, and we focus on fixing the process, not blaming people. With trust and executive availability, you bring different experiences together and make real, effective change.