Ascensus Specialties LLC

Over the past year, the facility has implemented a serious injury and fatality prevention program focused on critical controls, resulting in only one OSHA recordable injury in both 2023 and 2024. The facility conducts root cause analyses (RCA) for all incidents and near misses, reviewing them annually to identify trends and prevent recurrences.

Their training program combines online learning with hands-on safety training tailored to employees’ job functions. Monthly in-person EHS training sessions cover specific topics, allow employees to raise safety concerns, and review lessons learned from past incidents. Additional training is provided in fall protection and emergency response, including confined space rescue and fire brigade training.
As part of their community effort, their safety council organized a community cleanup along a nearby highway, with volunteer employees compensated for their time.

Columbus-Atlas Street Facility

The site boasts a strong safety culture, reflected in impressive performance metrics. It has not recorded an incident in over five years, and it’s been nearly two years since the last T1 or T2 process sfety incident.

The facility has a monthly segment in their training matrix called WWTHH (Why Won’t This Happen Here), where they look at incidents from another company locations and discuss reasons why their site won’t have the similar incident.The exercise allows employees analyze incidents from other locations to discuss preventative measures in place. Investigations vary in depth based on incident severity, and findings are tracked in an electronic incident management system, ensuring transparency and follow-up on action items. Employee involvement is emphasized throughout the training program, including participation in monthly safety audits and PHA activities. A safety team called COGS helps drive ongoing safety initiatives, symbolizing a collaborative effort to maintain progress.

Kenedy, TX Facility

The site has a strong safety culture, highlighted by impressive performance metrics: it has not recorded a recordable incident in over 3.5 years, and it has gone more than 7 years without an environmental release. Additionally, there have been no T1 or T2 process safety incidents in over 3.5 years. Open lines of communication are fostered, encouraging the reporting of substandard conditions and “good catches,” with approximately 150 substandard conditions reported year-to-date. This emphasis on effective communication and hazard recognition is fundamental to the site’s safety culture.

The site offers classroom training for high hazard programs, fostering open dialogue, clarification, and Q&A. It also implements a behavior-based safety program that includes group activities like “Why This Won’t Happen Here,” where small teams of 3-4 employees analyze incident reports from other facilities to identify causes, relevant tasks at their site, and existing safeguards. They then present their findings to the class. Another activity, “What Would You Do?”, presents employees with emergency scenarios to discuss and present appropriate responses. These informal, interactive sessions enhance employee engagement and participation.

Lima, OH Facility

This facility has all operators trained as High Hazard coordinators, enhancing their understanding of onsite job hazards and fostering collaborative safety assessments. The operating teams also conduct “What If” scenarios, where they analyze potential issues—like losing vacuum in a purification tower—and discuss mitigation strategies for each possible outcome. This proactive exercise helps the team gain insights into at-risk situations without experiencing actual incidents, and the lessons learned are shared with others not directly involved in the analysis.

The facility actively engages in several community initiatives namely: SESA (Science Enhancement for Science Advancement): Collaborates with Allen County Schools to bring engineers and scientists into classrooms for scientific demonstrations, supporting STEM education. TIE (Teacher, Industry, Environment) Conference: Participates by providing demonstrations aimed at enriching the experiences of science teachers statewide, sponsored by OCTC. LASER (Lima Area Security and Emergency Response): As a member, the facility contributes to monthly meetings that focus on security and emergency response preparation through demonstrations.

Menonmonee Falls Facility

At Menonmonee Falls Facility, Root Cause Analyses are conducted for significant near misses, exceeding company requirements. The site also engages in virtual incident review meetings to analyze incidents and near misses from other locations, allowing for the implementation of preventive actions at their own site. New operators begin their training on the day shift for several weeks to build competency before transitioning to night shifts. Experienced day shift operators share their knowledge of safe work practices to support new operators during this transition.

Although the site is not regulated by OSHA Process Safety requirements, it operates under those standards voluntarily. This includes conducting a full Process Hazard Analysis (PHA), Layer of Protection Analysis (LOPA), and Facility Siting assessments to identify and control hazards, even though these practices are not legally mandated.

Wilmington Aquarius Plant

The facility has a strong safety culture, as demonstrated by key performance metrics. It has not recorded a single incident in over 17 years, and there have been zero environmental releases and process safety incidents since tracking these metrics began. Global incident flash reports are reviewed and shared with all employees through their BrightSigns system, utilizing TV monitors throughout the site. The facility also emphasizes “Good Catch” or near miss reporting in its incident database to enhance safety.

The facility’s training program consists of a training matrix that identifies needs based on legal requirements and internal procedures, alongside an online system that provides access to training materials and includes a test module to assess training effectiveness. Regular verification of training status is conducted for the plant to ensure compliance and understanding.

Rayne, LA Facility

Rayne facility has established an HSE Success Plan, managed by plant leaders and employees, aimed at enhancing workplace safety performance through specific, measurable actions. This plan serves as a guiding document to foster strong safety culture and ensure compliance. The plant leader takes ownership of the plan, overseeing its development, execution, and monthly reviews with the Corporate HSE lead. As an evergreen document, it evolves to meet changing needs and challenges, detailing specific actions, responsibilities, and timelines while addressing cultural, tactical, and technical improvements.

The Rayne blend plant holds regular meetings on hurricane preparedness with the Gulf of Mexico region and offshore customers, practicing tabletop scenarios for effective emergency responses. To ensure real-time emergency alerts, the plant collaborates with neighboring businesses and uses a dedicated radio frequency channel (#2). The facility has engaged in two company-wide community outreach initiatives, a blood drive and a clothing drive. An “announcements” board allows employees to share information about fundraisers and events for local organizations, and many employees volunteer as coaches for youth sports teams.

Taft, CA Facility

Baker Hughes Taft favilityt has integrated Process Safety into their monthly safety meetings by addressing one of the 14 elements to encourage employee participation. The Emergency Response Plan identifies major accident hazard scenarios that could affect the site and surrounding community, facilitating effective response and recovery in the event of an incident.

Employees actively contribute by identifying existing safety controls and suggesting additional measures to enhance effectiveness. The incident investigation process focuses on process safety near misses to prevent future occurrences. To ensure the process safety program’s effectiveness, performance is reviewed against key metrics during the monthly safety meetings.

Bayport, TX Facility

The Bayport facility is collaborating with the Baker Hughes Research & Development team on a project to rework a waste stream into a viable product for customers. Currently, the plant generates approximately 40,000 lbs of this waste per month. Discussions have revealed significant potential in this waste stream that could greatly benefit customers. While the project is still in progress, it has the potential to eliminate up to 500,000 lbs of waste, save the site over $250,000, and create added value for customers.

A key feature of their safety training program is the use of the 30-day and 180-day checklists. The 30-day employee checklist must be completed within the first month of hire and includes an overview of the facility, site rules, company initiatives, and identification of further training needs. The 180-day knowledge and skills checklist is a more comprehensive document that short-service employees must complete within their first 180 days at the site. It covers topics such as HSE expectations, Chemical Safety, PPE, Hazard Identification, Transfer Operations, Bulk Storage, Permitting, Emergency Response, Environmental Information, Ergonomics, and Transportation. Short-service employees regularly check in with their mentor or HSE representative to review the checklist and address any questions they may have, ensuring thorough understanding and compliance.

Kilgore, TX Facility

Kilgore has established an HSE Success Plan, led by plant leaders and employees, aimed at significantly enhancing workplace safety performance. This plan outlines specific, measurable actions and serves as a guiding document to foster a strong safety culture and ensure compliance. The plant leader takes ownership of the plan, overseeing its development, execution, and monthly reviews with the Corporate HSE lead. As an evergreen document, the Success Plan evolves to meet changing needs, opportunities, and challenges. It details specific actions, assigns responsibilities, and sets timelines, focusing on cultural, tactical, and technical improvements.

The facility’s safety meetings encompass all HSE-related areas, including Safety, Process Safety Management (PSM), and Environmental topics. Each meeting covers one specific HSE topic along with the corresponding procedure, ensuring employees understand their responsibilities. Additionally, one of the 14 PSM elements is discussed to maintain awareness of Process Safety, and an element from the ISO 14001 Management System is included to connect it to employees’ daily tasks.

BSC – Mead

BSC Mead is integrating Human and Organizational Performance (HOP) into its culture alongside its companywide hazard identification and incident reporting systems. A key component, Leading in the Field (LITF), involves leaders visiting various company areas to understand actual work processes. Recent interactions have highlighted opportunities to improve batch records, and actions from these discussions are tracked to ensure completion.

BSC Mead is committed to reduction, reuse, and recycling initiatives through an active Green Team that collaborates on sustainability programs. The environmental management team focuses on eliminating or substituting materials, reusing process solvents, and recycling packaging and other materials. Additionally, there is a training program in place to educate employees on the importance of responsible waste management.

BSC – Specialty Place

In addition to a companywide hazard identification and incident reporting system, BSC Specialty Place is integrating Human and Organizational Performance (HOP) into its culture. One key aspect, Leading in the Field (LITF), involves leaders engaging with various company areas to understand how work is actually performed. During a recent LITF interaction in a laboratory, discussions highlighted the difference between “work as imagined” (Standard Operating Procedures) and “work as done,” which is crucial for identifying operational drift. While safety precautions were followed and communication was strong, it was noted that adjustments could enhance ergonomics. The focus on acute hazards sometimes leads to neglecting chronic hazards. To ensure accountability, corrective and preventive actions from incidents, near misses, hazard reports, and LITF findings are tracked for timely completion.

The facility recently revamped their training program by hiring a training coordinator to manage the program and updating their training matrix across all levels and departments in the organization. Each job title has a specific training and development path. The new hire orientation process has been improved to ensure face to face contact with instructors in an interactive environment that promotes curiosity and inclusion. There is also a process to shadow and track employee development.

Charles City, IA

Cambrex Charles City achieved 1.3 million work hours without a lost time incident in late 2023. Currently, the site is nearing 500,000 work hours without a lost time injury and has an Occupational Incident Rate (OIR) of 0.4 for 2024. The facility has implemented a comprehensive Safe Work Permitting program that includes permits for hot work, confined space, line entry, lockout/tagout (LOTO), electrical safety, excavation, working from heights, and return to service. This program mandates a pre-job walkthrough and hazard assessment involving both equipment owners and the work crew, ensuring agreement on hazard mitigation steps. Permits are required for all work conducted by contractors, maintenance, or operations, necessitating involvement from multiple individuals in the assessments. This requirement fosters a culture of safety and eliminates the possibility of personnel bypassing permitting protocols.

Cambrex has recently adopted a single stream waste recycling program for non-regulated wastes in partnership with LJP Waste Solutions. This program simplifies recycling for employees by eliminating confusion about recyclable materials, which in turn increases the recycling rate of these materials.

ChemDesign holds Monthly Incident Review Meetings in addition to Monthly Safety Meetings to discuss incidents and near misses from the previous four weeks. Initially attended only by the Leadership Team, the meetings now include key decision-makers from all departments. Each incident is reviewed in detail by a departmental representative, and all employees are encouraged to participate in developing resolutions and action plans. This collaborative approach has been effective in reducing injury potential across the site and maintaining a low Total Recordable Injury Rate (TRIR). In 2022, ChemDesign implemented the IMEC Database for incident and accident trending. The database allowed the plant to identify trends in all aspects of incidents that occur on the site.

ChemDesign training program features several key elements that enhance its effectiveness: 1. Senior Management Involvement: Department heads engage directly with new employees, fostering a sense of connection and responsibility. 2. Personalized HR Support: The HR head provides one-on-one assistance to ensure new hires feel valued and equipped with necessary resources. 3. Technical Expertise and Hands-On Training: Seasoned professionals deliver comprehensive training and practical experience on relevant equipment. 4. Apprenticeship Model: New operators shadow different operations for a month and work with mentors over a two-year period to ensure they become fully competent journeyman operators. 5. Progressive Safety Training: Safety training begins on day one, gradually introducing apprentices to more complex responsibilities and compliance measures. 6. Mentorship and Integration: New hires are paired with mentors and wear green hardhats for easy identification during training. 7. Recognition and Welcome Ceremony: After four weeks, new hires are celebrated in a graduation ceremony attended by top leadership, emphasizing their value to the company. Together, these elements create a unique training program that effectively prepares new employees for successful careers.

Cypress Warehouse Facility

Employee participation is vital to the facility’s safety culture and safety climate. To help get involvement and consultation, they have implemented a tracking board that encompasses historical trends in behaviors and conditions in SQE. The board allows participants to add a tally mark for every “unsafe” SQE behavior or condition eliminated on the spot – opportunities or to add a tally mark for every “safe” SQE behavior or condition recognized and verbally communicated to the employee involved. The board has been turned into a game by having columns for plant personnel and corporate (or other facility) personnel and asking that the plant maintain at least 80% of the tally marks on the board.

Gil Harbin Facility

Over the past year, the facility has actively engaged with the community by supporting education and local initiatives. Employees participated in elementary school science fairs as judges and shared how STEM education influenced their careers. They also showcased laboratory equipment at a local career expo for middle and high school students. During severe weather, staff helped clear debris to ensure safety for employees and residents. The facility hosted local emergency responders for a walkthrough to familiarize them with process unit hazards. Additionally, they sponsored a local environmental initiative focused on community cleanup. In spring, representatives toured a facility using their finished goods, discussing product quality and cleanliness with stakeholders.

Near misses at this facility are documented and analyzed for root causes, focusing on potential risk factors such as high severity and high frequency. Lower-risk near misses are discussed in daily morning meetings, while those deemed higher risk are communicated to other facilities to share lessons learned across the organization, preventing siloed information and enhancing overall safety awareness.

Cypress Street Facility

The facility’s safety training curriculum begins by familiarizing new employees with their safety culture, emphasizing the importance of understanding error-prone states to minimize injury risk. During the first week, new employees undergo a five-step training program focused on these concepts. They also produce in-house videos that provide step-by-step guidance on equipment, starting from basics and progressing to advanced topics like adjustments and troubleshooting. Employees shadow experienced operators, watch relevant videos, perform tasks under supervision, receive feedback, and complete performance documentation to reinforce their learning and safety practices.

The facility recently acquired an FIBC baler, which greatly reduces waste by allowing six times more FIBCs to fit into a cubic yard box. This year, there has been a strong focus on engineering controls to minimize spills and leaks. Key initiatives include transitioning from flexible hosing to hard piping where possible, adding flow meters, updating the chilled water system, and redesigning the day tank on a semi-dedicated packaging line to decrease foaming.

South Pittsburg, TN Facility

Colonial Chemical is a procedure-centric company, ensuring that every task in the plant is guided by a proper procedure. If a procedure is lacking, a weekly meeting is held to create new ones and review existing documents. While process safety management (PSM) is crucial for specific processes, it also provides best practices that can enhancetheir non-PSM operations. For instance, if a PSM method improves hazardous energy control during lockout/tagout, the site adopt that method for our other lockout/tagout procedures as well.

The facility employs a mix of online and hands-on instruction for safety training. New employees complete a series of online modules during onboarding, which are also required annually for existing staff. Topics include chemical hygiene, hazard communication, heat stress, active shooter awareness, and maintaining a drug and alcohol-free workplace. In addition to computer-based training, we invite instructors for group classes as needed. Daily operations also offer opportunities to reinforce and teach key safety messages.

Batesville, AR Facility

FutureFuel Chemical Company promotes a robust process safety culture focused on continuous improvement and education. Key initiatives include a Process Safety Review Committee, dedicated PHA leaders, and employee participation in both onsite and offsite third-party process safety management training. They also conduct incident investigations and have established a Process Hazard Evaluation Scale-up and Optimization lab.

FutureFuel has enhanced its Heat Stress Program following a heat-related illness incident caused by an early-season heat wave and heavy exertional tasks. Improvements include a strengthened heat alert system using radio “all-calls,” increased visibility of daily alert flags, an onsite meteorological station, the acquisition of cooling vests, and frequent training on heat-related signs, symptoms, and hydration. These measures have successfully prevented serious heat-related illnesses for six years. Additionally, the company recently trialed wearable heat stress monitors and has approved their purchase to further protect employees from hazardous heat stress.

FutureFuel Chemical Company (FFCC) is uniquely designed to manage and treat its own waste on-site, reducing off-site waste shipping. It is the only manufacturing facility in Arkansas permitted to combust both hazardous and non-hazardous liquid waste, in compliance with the Environmental Protection Agency’s (EPA) Maximum Achievable Control Technology (MACT) standards.

McKinley Ave. Facility

At GFS Chemicals, near miss data is essential for improving safety by identifying potential hazards before they result in incidents. By systematically collecting and analyzing these reports, the company can spot patterns that indicate weaknesses in safety protocols or equipment. This proactive strategy enables targeted interventions, such as prioritizing maintenance, updating training programs, or modifying procedures based on recurring issues. Ultimately, leveraging near miss data fosters a safer work environment by addressing risks before they escalate.

The facility’s safety training program is unique due to its personalized approach, which stems from having small company size. By building close relationships with employees, site was able to tailor training to meet specific needs, leading to a more effective and engaging experience. This allows them to adapt safety protocols in real-time based on direct feedback, enhancing safety and employee satisfaction. Their commitment to open communication fosters a culture where safety practices are understood and embraced, making everyone feel valued and motivated to contribute to a safer work environment.

Stratford, CT Facility

The facility primarily use an online training system for most topics, but conduct HAZWOPER, RCRA, DOT, and forklift training in person. To enhance the effectiveness of their training methods, they plan to increase in-person and interactive training sessions. An example of this is their fire extinguisher training, which they conduct in collaboration with the local fire department.

HRC waste management program oversees hazardous, non-hazardous, and universal waste. Site ensure waste is labeled immediately and stored properly before removal from the site, with most waste not remaining on-site for long. They aim to separate hazardous materials from non-hazardous ones before designating them as waste, and recycle certain materials back into the process for cleaning and other purposes.

Rock Hill, SC Facility

An institutional commitment to effective health, safety, and environmental best practices is at the core of InChem’s business operations. InChem has taken the view that the health and safety of employees, visitors, and the local community is an investment in the success of our business, rather than a cost. Employees are trained and empowered to continually improve our safety practices. The day-to-day engagement of employees at all levels of the business is a key component of our success. All products manufactured at InChem go through a product hazard analysis, which is conducted by a multidisciplinary team of experts in chemistry, engineering, and plant operations. We also track a variety of HSE related KPI’s which are collected on daily, or weekly intervals, and then analyzed by the management team on a monthly basis.

Covington, KY Facility

The facility has gone nearly four years without a lost time accident and reported zero OSHA incidents in 2023, with only one so far in 2024. The facility holds monthly safety committee meetings led by employees, with only the EHSS and Engineering Managers present to support EHS training. Quarterly meetings involve all employees, during which production is halted for a day to focus on safety training and review near misses and incidents. Biweekly operations meetings discuss recent near misses and incidents, gathering input from department managers on corrective actions. Additionally, an online monthly safety training system covers various topics and includes quizzes to reinforce employee learning.

The facility engages in metal recycling by processing old equipment, metal drums, and cages, with an offsite recycler handling pickups. It also recycles unusable pallets and strives to send materials back out on reusable pallets. The electrical contractor manages the disposal of used light bulbs. By focusing on aqueous chemistry in production, the facility maintains its status as a small quantity generator for waste permits. Additionally, the facility collaborates with customers to identify valuable materials for recycling and partners with select clients to reduce iodine waste through reuse initiatives.

Clevland, OH Facility

McGean Clevelan has established a Process Safety Improvement Team (ProSIT) that focuses on analyzing routine processes through a detailed process safety lens. This initiative encourages engineers to examine aspects of operations more thoroughly than they typically would, promoting a culture of safety and continuous improvement within the organization. The EHS Team at McGean is actively enhancing safety training by updating presentations, adding new lessons, improved designs, and integrating new topics. This approach keeps training engaging and demonstrates a commitment to continuous improvement. McGean employs various communication methods, such as TV screens, posters, and EHS Bulletins, in addition to standard training sessions. This multifaceted strategy ensures that safety information is consistently communicated across the facility, fostering a culture of awareness and safety.

The facility’s EHS Manager participates in the county’s Local Emergency Planning Committee (LEPC) and regularly invites the county’s Tier I Hazmat Team for onsite visits. During these visits, a presentation on facility hazards is provided, followed by a roundtable discussion addressing potential worst-case scenarios, including their causes and hazards. After the discussions, the Hazmat Team is given a plant tour to familiarize them with the facility’s layout and storage areas. This initiative aims to reduce confusion and improve response times during emergencies by ensuring local responders are well-acquainted with the facility. Additionally, McGean hosts “open house” tours for local first responders to further enhance their familiarity with the site.

Livonia, MI Facility

McGean Livonia incorporates non-Process Safety Management (PSM) processes into its safety protocols by applying the same Process Hazard Analysis (PHA) methodology to all processes, ensuring that operators are involved in the reviews. This approach helps identify safety hazards across the board. The Process Safety Improvement Team (ProSIT) focuses on routine processes, encouraging engineers to examine them in greater detail. Meetings include engineers from both the Cleveland and Livonia facilities, promoting knowledge sharing and lessons learned between locations. This collaborative effort emphasizes McGean’s commitment to engineering safety hazards out of their processes.

In 2024, McGean’s Livonia Facility hosted a full-scale hazmat exercise for Wayne County, designed to fulfill the county’s compliance requirements. The event involved local emergency services, including the Livonia Fire and Police Departments, Wayne County Hazmat, and a local hospital, with community college students participating as crisis actors. The exercise simulated a nitric acid spill using water and fog, allowing responders to practice triage and treatment of chemical injuries. Evaluators from the county, state, and McGean observed the drill, noting areas for improvement. The exercise provided valuable training for first responders, enhanced McGean’s emergency response coordination, and allowed the hazmat team to gain practical experience, particularly for less experienced members.

Brooks Road Plant

The facility also has a robust training process, starting with a comprehensive training matrix that includes skill blocks for chemical and shipping operators (C–>B–>A). Employees must demonstrate competency in defined skills and safety training before advancing, with documentation tracking their progress. The site also employees to report all incidents, including near misses, which are investigated rigorously based on their potential severity. Near miss data is analyzed for trends to guide EHS&S planning, and all incidents are reviewed monthly during plant safety meetings to share knowledge on causes and corrective actions.

The Brooks Road plant, a small quantity generator of hazardous waste, installed a cooling tower in 2021, achieving an 85% reduction in potable water use. Energy reduction initiatives have included the installation of LED lighting in the reactor room and warehouse, as well as insulation improvements on reactors and piping.

Callahan Road Plant

During onboarding, new employees at MFG Callahan receive comprehensive safety orientation covering key programs such as Hazcom, PPE, confined space awareness, LOTO, safe work permitting, respiratory protection, and chemical safety. They are enrolled in the SOCMA ChemOps training program, which requires completion of all modules before starting their shifts. MFG has also established a training center for hands-on experience with equipment like pumps, piping, valves, and totes, as well as training on PPE, SDSs, and labels. The training matrix includes over 100 different modules and procedures, ensuring thorough preparation for new hires.

The Callahan Road plant operates as a very small quantity generator of hazardous waste. In 2021, it installed a cooling tower, achieving an 85% reduction in potable water usage. Additionally, the plant has implemented energy reduction projects, including the installation of LED lighting in the reactor room and warehouse, along with insulation improvements on reactors and piping.

Kimberly Park Plant

MFG Kimbrly Park has established a proactive approach to identify potential hazards and operational risks through its “Safe Work Observation” (SWO) process. This includes six topics—Procedures, PPE, Safe Hose Handling, Workplace Conditions, Containers, and Emergency Preparedness—each with five focused questions on observation cards. SWOs are designed for quick, efficient observations, encouraging all employees to participate, with results tracked and displayed on EHS&S KPI boards. Observation results are compiled and several improvement projects have been implemented as a result. For Kimberly Park facility, an entire reactor room floor was completely resurfaced to improve stability for foot and fork lift traffic. Lighting was also enhanced in the reactor room to improve visibility. In addition, an insulation improvement program was implemented to address potential hot surface contact hazards.

Additionally, MFG employs a Process Safety Management (PSM) methodology across all plants, even for non-covered processes, using the OESuite software platform to manage key PSM workflows. This web-based tool tracks activities related to audits, corrective actions, incident management, change management, process hazard analysis, and compliance tasks. This investment has significantly enhanced communication, tracking, and transparency in managing high-hazard processes, yielding substantial improvements in operational safety.

Dewey Plant

At Milliken & Co.’s Dewey Plant, every associate is actively involved in the safety program, which requires full engagement and a six-month safety certification for new employees. After certification, they are assigned to subcommittees and safety projects, with weekly report-outs during central safety meetings, fostering a culture of friendly competition. Each of the 14 safety elements has a designated champion responsible for oversight. The Process Safety Management (PSM) plant committee meets monthly with the Plant Manager to review action items, with results reported to the Division PSM committee quarterly.

The Dewey facility also has a Morale Team that engages with community stakeholders through initiatives like food drives, school supply collections, and partnerships with veteran groups. They participate in local science fairs and offer job shadowing opportunities to students.

Laurel Plant

At the Laurel facility, each of the 14 safety elements has a designated champion responsible for oversight. The Process Safety Management (PSM) plant committee meets monthly with the Plant Manager to discuss action items, which are then reported to the Division PSM committee quarterly.

Additionally, the facility has a Morale Team that actively engages with community stakeholders through various initiatives, such as food drives for local pantries, school supply collections, and partnerships with veteran groups. The team also judges science fairs and offers job shadowing opportunities for students. They occasionally collaborate with local universities like UF and Santa Fe, enhancing community ties and support.

Allen Plant

The Allen facility has an active Morale Team that engages with community stakeholders through various initiatives, including food drives for local pantries, school supply collections, and partnerships with veteran groups. They also participate in judging science fairs and offer job shadowing opportunities for students. Additionally, the facility has collaborated with local food trucks to provide convenient lunch options for associates.

The site aims for zero waste to landfill by 2025 and has recently established sustainability goals through 2030. The facility’s efforts contribute significantly to the company’s Sustainability Report, highlighting their commitment to environmental responsibility.

Monument Chemical, LLC

The site has implemented a Process Safety Management (PSM) System, enhancing awareness through toolbox topics called Safety Essentials, which are shared with shift supervisors for team review. These topics address key PSM elements like Contractor Management, MOC/PSSR, Training, and Operating Procedures, aiming to boost operator understanding and participation in the PSM system. This increased awareness contributes to the effectiveness of PHAs, MOC/PSSRs, and Incident Investigations.

Additionally, in response to heightened focus on emergency preparedness and railroad-related incidents, the site has invested $10,000 in an emergency response kit specifically for pressurized railcars and trucks. This kit enables the team to “cap” leaking valves, mitigating leaks and protecting the site, operations, employees, and the community. The Emergency Response Team, along with the Ft. Knox mutual aid team, has trained on this equipment and conducted drills, with the gear strategically staged near the unloading facility.

Monument Chemical Baytown, LLC

At Monument Baytown, Every incident, regardless of its severity, is reported, documented in an electronic tool, and discussed daily. Each incident is assigned corrective and preventative actions, with more significant incidents investigated to identify root causes and necessary measures. Significant events are communicated via a Learning Experience Report (LER) emailed to all employees and reviewed by management. Safety suggestions from employees are submitted through the electronic tool, evaluated by a cross-departmental team, and accepted suggestions are assigned sponsors for implementation. Actions are reviewed for effectiveness before an incident is officially closed.

The company has a corporate-level Enterprise Risk Management Committee that oversees risk management across facilities and a multi-disciplinary internal HSSE audit team. Additionally, the company has established a Social Impact Task Force focused on community engagement, guided by six core values that reflect its commitment to being a responsible community member.

Monument Chemical Houston, LLC

To align with environmental guidelines, the facility has comprehensive plans to measure, track, and reduce waste while preventing pollution. In 2023, it received TCEQ approval to reclaim Hazardous Secondary Material (HSM) from a customer, which will reduce over a million pounds of hazardous waste starting in 2024. This initiative supports sustainability projects and the circular economy, achieved through continuous improvements in R&D that enhance yields and convert waste into profitable products.
The facility monitors waste generation and emissions through programs like LDAR, Emission Inventory, Discharge Monitoring Reports, TRI reports, and a Waste Tracking System. Waste minimization efforts start during the R&D phase, where potential co-products are identified for marketability or reuse, aiming to eliminate waste before it is created.

Monument Chemical Bayport, LLC

At Monument Bayport, employee participation is emphasized from the start of Process Safety Management (PSM) implementation, enhancing commitment and ensuring a more effective process. The facility is transitioning to electronic tablets for field use, replacing paper checklists. Employees will play a key role in developing, testing, and implementing this change, which aims to improve data capture efficiency, reduce human error, enhance audit responsiveness, minimize time spent on logging data, and facilitate real-time customer communication regarding shipments.

In addition to this transition, a comprehensive and ongoing training program complements employee involvement. Training Coordinators provide current qualifications for all employees, using a Sequence of Training Guide to help department leaders project the necessary IPT modules and training re-certifications for each employee.

Fort Mill, SC Facility

Nation Ford actively encourage participation in safety program through positive reinforcement. Team members earn raffle tickets for contributions like submitting safety suggestions and completing training on time. These tickets can be redeemed at the end of the year for high-quality prizes, promoting ongoing engagement. Several safety vendors also support this initiative by donating prizes for the raffle, further incentivizing participation.

They have recently implemented an online safety training system that ensures all training materials are up-to-date with the latest industry standards. This system also allows them to incorporate site-specific content into each training module, ensuring that team members are thoroughly trained on their unique processes and procedures. During the rollout of this program, site maintained a monthly in-person training sessions. These sessions are dedicated to reviewing past incidents, near-misses, trends, and other relevant safety topics. Additionally, they serve as an open forum for employees to voice any comments or concerns they may have.

Estill, SC Facility

The facility organizes monthly training sessions focused on specific tasks, such as “Working in the Heat” in July and “Good Housekeeping” in another month. Additionally, employees complete a yearly course through Lion Technology Inc. on “Storing Hazardous Waste – Ops (RCRA).”

They conduct Root Cause Analysis (RCA) for near misses, which helps them identify the underlying causes of incidents rather than just addressing symptoms, preventing similar occurrences in the future. Site also contribute to the community by placing ads in police calendars and participating in school career days. As a privately owned company, they actively support the Local Emergency Planning Committee (LEPC) in our county.

Warrington, PA Facility

In 2023, Polysciences achieved our lowest recordable injury level with just one incident, resulting in a Total Case Incident Rate (TCIR) of 0.56, marking the lowest in company history. They reached over a year without any recordable injuries in 2024, setting another record for the company.

Polysciences’ training program is uniquely effective due to its customized content. They use a mix of in-person and computer-based training, all developed in-house by our EHS department following periodic needs assessments. Training videos are assigned via HR software, Paycom, and tracked for completion, with quizzes included to assess understanding. In-person training sessions cover complex topics such as the Methylene Chloride program, Lead Compliance Program, and Hearing Conservation. The facility also invest in “train the trainer” initiatives to enhance in-house training capabilities, including OSHA 10-Hour Trainers and First Aid/AED/CPR certifications. This approach not only saves costs but also ensures training is tailored to their specific industry needs. Training requirements are established through a matrix based on employee roles and departments, and Key Performance Indicators (KPIs) are created to monitor compliance, ensuring employees are current with their training. Additionally, a monthly computer-based training module focuses on seasonal topics like heat stress and slips, trips, and falls, reaching all staff, both on the floor and in the office.

Pittsburgh, PA

At Pressure Chemical, the elements of process safety are meticulously integrated into operations to ensure the highest levels of safety and efficiency. The unique strength of their safety program lies in its comprehensive application of the PSM elements, coupled with a commitment to continuous improvement and active employee engagement. By incorporating these practices into daily operations, the facility fosters a safe and efficient working environment that effectively manages process hazards and advances the overall safety culture.

All onboarding operations personnel at the facility complete the SOCMA Chemical Operator Training online. Additionally, there is a six-month training program that requires new employees to meet specific criteria before they can become operators. While these measures are important, decades of experience in safety excellence have demonstrated that hands-on, team-based training yields the best results for fostering a strong safety culture. Monthly safety training sessions provide operators with valuable opportunities to communicate with one another. Effective communication is crucial, and maintaining it as a focal point has proven successful in the facility’s ever-changing environment.

Pressure Chemical’s corporate ownership has dedicated resources to reduce waste at all of its plants worldwide. In 2023 Pressure exceeded its target of a 10% reduction and is on pace to repeat that goal for 2024. All of their waste is sent offsite for treatment or fuels blending with WTS as our sole vendor. Because our process are mostly custom synthesis everything is high value low volume, therefore recycling is very difficult to implement. However we always strive for reduction where ever possible.

Wallisville Road Plant

Comprehensive analyses of root causes for near misses are performed to identify direct, root, and contributing causes. This process enables the establishment of effective corrective actions that may lead to Management of Change (MOC) initiatives, which include assessments, operational training, and activities focused on enhancing best practices.

The company leverages the expertise of facility personnel—engineers, plant management, and supervisors—to oversee safety training. Involving staff from all departments in the development and coordination of training not only enhances the quality of the material but also fosters leadership skills among supervisors, enabling them to manage their teams more effectively. This approach promotes a positive company culture that extends beyond safety, empowering supervisors to positively influence employee behavior. Additionally, computer-based safety training is integrated to further enhance employee knowledge and skills.

Port Terminal Plant

The facility engages the expertise of facility personnel, including engineers, plant management, and supervisors, to oversee safety training. Involving staff from all departments in the development and coordination of training enhances the quality of the material and fosters leadership skills among supervisors, enabling them to manage their teams more effectively. This approach cultivates a positive company culture that extends beyond safety, empowering supervisors to positively influence employee behavior. Additionally, computer-based safety training is integrated to further enhance employee knowledge and skills.

The faciliy created a Community Impact Committee focuses on four key pillars: addressing food insecurities, promoting environmental stewardship, fostering youth and community development, and supporting mental and physical health initiatives. Comprised of personnel from various departments, the committee regularly meets to brainstorm strategies for community engagement and seek charitable opportunities. This year, the facility mobilized up to 100 employees and their families for activities such as cleaning a Houston waterway and volunteering at a local food bank. Strong relationships have also been developed with the local fire department through training activities, including response drills. As a token of appreciation, fully cooked hams are donated on Thanksgiving to firefighters working that day, ensuring they feel valued while away from their families.

Strang Road Plant

A recent comprehensive evaluation of operating equipment was completed to ensure safe conditions and enhance site capabilities. This thorough review included assessments by third parties and focused on increasing the operating temperature of reaction equipment and related utilities. The evaluation identified the need to replace several valves in the reactor system to meet new operational requirements while confirming the safe use of existing equipment and relief scenarios. As a result of these modifications, operational capabilities have been improved safely and effectively.

In addition, SCT is dedicated to minimizing waste and hazardous materials across all facilities by emphasizing segregation, recycling, and reuse over disposal. This commitment is central to the company’s Waste Minimization and Pollution Prevention Plans and drives continuous improvement with each new product and process. Key initiatives include the installation of sample pots to redirect line flushes back to the tank or reactor, as well as the implementation of facilities that separate waste from reusable products before they are generated. These efforts effectively reduce both hazardous waste and employee exposure.

Pearland, TX Facility

At Third Coast in Pearland, TX, the company takes pride in its exemplary safety record, having experienced no fatalities since its founding in 1998 and with the last OSHA recordables occurring in August 2022. As of June 2024, Third Coast celebrated achieving 1 million safe work hours without a recordable incident involving employees or contractors, and that number continues to grow.

The commitment to safety is reflected in regular training and collaboration with local emergency response teams. Annual Emergency Response drills are conducted with local crews and the company’s spill response contractor. The recent celebration of 1 million safe work hours was attended by key community leaders, including the Fire Chief, Mayor, and Chamber of Commerce President. Additionally, Third Coast actively supports the community through fundraising events for local fire departments, the Pearland Neighborhood Center, Shriner’s Hospitals, and the Chemical Education Foundation.

Duncan, SC Facility

At the facility, it is recognized that employees are the greatest asset. Weekly safety meetings are held where team members are encouraged to voice any concerns they observe in the plant. This open forum fosters a culture of collaboration, allowing employees to provide input on safety, processes, and workflow improvements.

In the event of a near miss, a thorough review is conducted involving the impacted employee, their immediate supervisor, and the area manager. The facility prioritizes listening to the employee’s perspective on the factors that led to the near miss and brainstorming ways to prevent similar incidents in the future. This process may result in targeted retraining or a complete overhaul of existing procedures to enhance safety and operational efficiency. By actively involving employees in these discussions, a proactive safety culture is cultivated, empowering them to take ownership of their work environment.

Devens, MA Facility

At the Devens site, significant strides have been made in improving safety, reflected in a reduction of the Lost Time Injury rate from 1.97 to 0.87 over the past year. However, lessons have also been learned from incidents and near misses, often revealing a common theme: a lack of hazard awareness among those involved, particularly during deviations from standard operations that were not covered in existing SOPs or Work Instructions. To address this gap, the “SCORE” initiative was launched—an acronym for Stop, Confirm, Observe, Review, Execute. Developed collaboratively by the EHS and Quality departments, this program aims to enhance hazard awareness in situations where conditions deviate from the norm. In-person training sessions have equipped the team with the SCORE methodology, encouraging them to ask, “What’s the SCORE for Safety and Quality?” before engaging in any task involving materials or equipment. To reinforce this message, SCORE posters have been placed throughout the facility, and incidents are regularly highlighted through safety alerts that illustrate how applying SCORE could have prevented them. Educational materials are available upon request.

Additionally, the Sustainability team actively seeks opportunities for waste reduction and has recently reinitiated site-wide recycling of non-hazardous materials to enhance compliance. Methods to convert waste into energy are also being explored, further minimizing reliance on incineration and reinforcing the commitment to sustainability.

West Deptford, NJ Facility

At Veranova West Deptford, safety and continuous improvement are paramount, driven by a structured approach to managing near misses and Process Safety Management (PSM). All near misses are documented in a tracking system and initially reviewed by the EHS team to determine the appropriate next steps. For near misses with the potential for significant incidents, thorough investigations are conducted, resembling the process for actual incidents. This includes root cause analyses and the development of corrective actions, which are tracked to completion. The organization values the sharing of insights widely. Lessons learned from near misses are communicated at the site level through town hall meetings, toolbox talks, safety meetings, and discussions with the safety committee. Furthermore, this culture of learning extends across manufacturing sites to leverage experiences and prevent recurrences.

PSM is an integral component of the EHS program at Veranova. Process Hazard Analyses (PHAs) are conducted for all covered equipment and processes, including any new processes introduced in both production and kilo laboratories. Changes to processes or equipment require formal Management of Change (MOC) documentation and approvals. This rigorous process involves reviewers from various specialist areas—such as safety, quality, production, process engineering, and maintenance—with final approval granted by the area manager. Importantly, the area owner must provide consent before the startup of any change, ensuring a collaborative and thorough approach to maintaining safety standards.