Gerdau Ameristeel
Rapid Reporting and Transitional Work
The
largest fabricator of reinforcing steel and the second largest minimal
producer of long steel products in North America, Gerdau AmeriSteel is a
major supplier of merchant bars, wire rod, reinforcing steel, collated
nails, welded wire mesh, high quality cold drawn bars, railroad spikes,
special steel sections, and light structural shapes. The core business
involves some 4,800 employees at ten steel mills, 29 downstream
operations and nine upstream steel scrap-processing facilities. Products
are made primarily from one of the world's most recycled products -
steel scrap - making Gerdau AmeriSteel an environmental good neighbor.
The Company also supports many nationally recognized charitable
organizations as well as local efforts in the areas where employees live
and work. Gerdau AmeriSteel employees take an active role in seeking out
and helping the people in their communities. Gerdau AmeriSteel is a
majority owned subsidiary of Brazilian steel manufacturer Gerdau, S.A.,
a 100-year-old Brazilian based steel company.
Best Practices
Gerdau
AmeriSteel and its predecessor companies have a reputation for
progressive employee education, intensive training, competitive
benefits, and outcome-oriented incentive pay programs, as well as modern
equipment and technology. The focus of this report, however, is on the
Transitional Work process for injured employees. Mr. Todd Efird, CSP is
Director of Safety and Health for Gerdau AmeriSteel. An industrial
engineer by education, Mr. Efird describes the post-injury process as an
extension of the Company's culture in which employees are truly the
organization's most valued resource. Consistent with rehabilitation
philosophy, the intent is to engage employees and meaningfully involve
them in all decisions that affect them. When employees observe
this philosophy in practice in terms of manifest behavior by managers
and supervisors, the Company's culture of positive employee engagement
is reinforced. Some specific features of the post-injury process at
Gerdau AmeriSteel include the following:
- Gerdau AmeriSteel is as actively
involved in the management of injured worker issues as it is in the
processing and fabrication of steel products.
- When a worker is injured, there exists
an explicit presumption of re-employment, until it is clearly
demonstrated, for medical or other reasons, that this is not feasible.
- When an injury occurs, supportive
communication with the injured employee is immediate and sustained.
Following a recent accident, the injured employee was accompanied to
the hospital by one of the plant EMTs and met there by his supervisor,
the Safety Manager, HR Manager, Department Manager, Plant Manager, and
six coworkers who remained with the inured employee and his family
throughout surgery and stabilization. Mr. Efird estimates that these
overt efforts account for two thirds of the success of the return to
work program.
- Gerdau AmeriSteel seeks to utilize
health care professionals and case managers who share the company's
commitment to re-employment and the expeditious recovery and return to
work.
- A strategic plan is developed for each
injured employee. All stakeholders, including the employee, physician,
case manager, third party administrator, safety professional, human
resources professional, department management, and plant manager, are
involved in designing, implementing, monitoring, and evaluating the
plan.
- When necessary, the same Action Plan
group evaluates and decides accommodations in a collaborative manner.
Outside consultation is rarely indicated.
- Transitional employment is used on a
temporary basis if the work involved is productive and
meaningful.
Unique Best Practices: Accident Prevention
Gerdau AmeriSteel encourages rapid
reporting of an injury and engages in an immediate "failure analysis
process," in which matters of quality, safety, productivity, and
environmental impact are carefully examined. The who, what, where, when,
why, and how of the event are scrutinized with the goal of finding
facts, not fault, regarding the root cause of the event. Using
electronic communication to accelerate the process, a "safety alert" is
issued to all
locations, along with a specific Action Plan intended to prevent
recurrence. That plan may prescribe personnel training, job redesign,
purchase and installation of additional equipment, or an ergonomic
intervention. At Gerdau AmeriSteel, managers are responsible and
accountable for providing specific behavioral examples of "how" safety
is valued. This is followed by immediate and positive recognition for
safety enhancement measures. In this way, safety becomes part of
operational values.
Conclusion
Gerdau AmeriSteel is an example of an
organization in which disability related issues are addressed as an
extension of a basic but genuine Company commitment to "Do right by the
employees." In so doing, the cultural values of the organization are
positively underscored. However, the business case for careful attention
to return-to-work practices is not lost on the Company. Estimated cost
savings reinforce the intrinsic value of the investment in this
measure of progressive human resources practice.
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