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9817 Crescent Park DrWest Chester, OH 45069513-759-7000info@crescentpark.comcrescentpark.comAt Crescent our safety vision permeates every layer of our organization. With unwavering commitment, we champion a working environment that places safety above all.The Crescent Way is designed to ensure we never lose sight of our customers’ true needs, the delicate balance between Purpose, Process, and People. The Playbook for Doing It Safe
ContentsForeword … 2Crescent Compass … 3Our Vision … 3Crescent Culture … 4Leadership & Safety: A Unied Vision … 5Doing it Safe - Model … 6Our Commitment to Safety … 7Everyone at Crescent is responsible for Safety: … 7Empowering Processes … 9Safety Sentinels … 9Safety Gemba Walks … 11Safety Risk Mitigation … 12Safety Notications … 15Safety Notication … 16Safety Investigations … 17Safety Work Instructions … 17Safety Policies … 19Safety Committees … 20Sustaining Results … 21Selecting for Safe Behavior … 22Train for Safe Behavior … 231. The Well-Being of Your People … 232. Compliance … 24Assessing for Safe Behavior … 271. Risk Assessments … 272. Job Safety Analysis (JSA) … 28Measuring Safety … 29SOR (Safety Observation Rate) … 29TRIR (Total Reportable Incident Rate) … 29ORIR (OSHA Recordable Incident Rate) … 29LTIR (Lost Time Incident Rate) … 30Root Cause Analysis … 303. People Assessments … 32Recognizing for Safe Behavior … 32Work Environment … 33Safe – FLO / truck routes … 33Safe - pedestrian walkways … 33Safe – maintained equipment … 33Safe – production lines / picking aisles / staging … 34Safe – customer products … 34Enhancing the Doing it Safe Model … 352024 R E V ISI ON1
ForewordEvery for-prot company has not only a responsibility to be viable and protable but to its People to keep them safe and provide a safe work environment.Crescent continually strives to be a great company by truly understanding the importance of aligning the 3 P’s across its business:• PURPOSE - our customers’ and company’s true needs and our commitment to performance and quality.• PROCESS - how we deliver our high-performing service and how we deliver performance and quality.• PEOPLE - those who deliver on our customers’ needs by delivering performance and quality.Our Processes enable our People to deliver on our Purpose, our reason for being. Our Processes are the bridge between the Voice of our Customers and the Voice of our People. There is not one thing we do at Crescent which does not use the bridge as a pathway to deliver our services.The Safety Playbook focuses on the importance of having formal, predictive, and prescribed processes to identify and reduce risks and engage, educate, and train our People.Our Safety Vision at Crescent promotes our safe working environment by engaging people at all levels throughout our company.2
Crescent CompassOur commitment is to be a premiere service provider for each of our key customers and to our People. We begin our commitment with the Crescent Compass, which clearly outlines our Values and our Vision.Great companies are also great corporate citizens. Their presence enhances the overall well-being of each community in which they reside. Being a good corporate citizen means being guided by strong moral and ethical standards in all daily interactions with our customers and our People. We honor these standards inherent in the moral ber of our Values:• Do it RightDoing what is right for our customers, doing what is right for our company and doing what is right for our People.• Do it SafeCreating a safe environment where all forms of risk are assessed and controlled and where People’s ideas, opinions, and well-being are respected.• Do it WellOptimizing all our resources to eciently and eectively perform all tasks well.Our VisionOur vision at Crescent is to become a Premier Service Provider in our industry. Crescent is a Community focused on growing our People to provide a path forward for our Key Customers, strengthening their competitive advantage. Our ability to achieve this goal depends on how well we live our values, including our Safety Values.COMPASS3
Crescent CultureAccidents and incidents are unacceptable in the Crescent Culture of Doing it Safe. We sum up the Crescent Culture in three simple statements:• Do it Right• Do it Safe• Do it WellThese three simple statements provide daily direction for our actions and reactions.Our culture inuences our People’s behavior, and the right behaviors create a safe working environment. The safety and well-being of our people, products, and equipment are at the forefront of who we are and how we get things done. Fully committed People engage our key customers and working environment. Our People are responsible and empowered to improve all aspects of the Crescent Culture, including our Doing it Safe model.Through our vision we instill six disciplines, each of which are equal in importance. All six of these rings are disciplines fused together into one solid ring we call the Crescent Way. Each of the six - Compass, Strategy, Engineered Solution, Standard Work, Innovative Leaders, and Talented People Management - are necessary and all six must be fully instilled for Crescent to be successful. The integration of all six rings into one ring creating the Crescent Way, provides us with a methodology, a framework, to become great and to become a Premier Service Provider. CompassStrategyEngineeredSolutionStandardWorkInnovativeLeadersTalentedPeopleManagmentQualityPerformanceInnovativeEngagedCommunityPromisingFutureWe Instill To Create Which DeliversTo Become a Premier Service Provider:4
Leadership & Safety: A Unied VisionLeadership drives our Doing it Safe model. Safety is one of Crescent’s core values, and all Crescent leaders genuinely care about the safety and well-being of our People. Our safety leaders appreciate honest feedback and gracefully accept challenging feedback. Safety Leadership comes from all levels of our Crescent Community – from providing policies and investment to informing a person about an unsafe act or condition that may exist.True leadership extends beyond productivity and protability; it prioritizes the safety and well-being of every team member. Eective leaders understand that safety isn’t just a box to be checked, but an ethos to be deeply embedded in the workplace culture. By championing safe practices, leaders inspire trust, loyalty, and a sense of collective responsibility. A safe workplace is the hallmark of a thriving organization, and it begins at the top. When leaders drive safety, they drive excellence in every facet of the enterprise.We do not leave safety to chance. Our process aligns with the Crescent Compass and Crescent Way methodology and supports our vision of ensuring a safe working environment.We call this process “Doing it Safe,” a safety model designed to ensure:• We are committed to safety• We have processes designed to empower our People to be safe and continuously improve our safety culture• We have processes to sustain our results• We build and maintain a safe working environment SAFETY5
Our People at Crescent all share a common goal as part of the Crescent Service Culture: we all want to Do it Safe. We want a safe environment for our People and our customers’ product.Our Doing it Safe model illustrates how we can meet this common goal.Doing it Safe - ModelThe Doing it Safe illustrates how Crescent continually improves its Safety Culture. The Doing it Safe model is made up of ve culture and behavioral components. All ve components work together to advance our Safety Culture. The center ring is the hub of the model and represents the Crescent Culture. This center ring is surrounded by four rings:• Leadership• Empowering Processes• Sustaining Results• Work Environment6
Our Commitment to SafetyProviding a safe environment and supporting our people to reach their highest potential. A safe environment where all forms of risk are assessed and controlled. A safe environment open to new ideas, where our people’s opinions and overall well-being count. A diverse environment where everyone ts and can be successful.Our success with our customers, and subsequently the success of our Company and our Teams, depends on our commitment to safety.Everyone at Crescent is responsible for Safety:Executive (ELT) and Extended Leadership Team (XLT): Are responsible to set the direction and create and drive our Doing it Safe model.General Managers: Are responsible to drive and engage Crescent people in supporting a safe work environment and providing empowering processes to enable safe behavior and compliance.Managers: Are responsible to engage, promote and recognize safe behavior through the implementation of empowering processes while promoting collaborative safety conversations and innovations to sustain our safety culture.PPESAFETY CULTUREJOB SAFETY ANALYSISRISK MITIGATION WELLBEING COMMITMENT7
Supervisors and Leads: Are responsible to monitor and recognize the daily safe behavior of our people while constantly looking for opportunities to catch people doing things right.Crescent People: Are responsible to perform our work in a safe and responsible manner. They are proactively involved in safety by identifying and eliminating at-risk behaviors.Integrated into our Safety Commitment is our leadership’s responsibility to our People’s overall Well Being. Well Being at Crescent is a holistic approach to genuinely caring for our people. We care for their safety and health which is their physical / mental Well Being. We want them to reach their fullest potential which is their career Well Being. We care about our People’s relationships and how we t together through social Well Being. Our Crescent Cares initiative provides a path for internal and external community Well Being. And we provide competitive benets, compensation and education for our People’s nancial Well Being. Our culture provides many opportunities for our People’s overall Well Being.Every person’s personal safety commitment can aect safety outcomes and carry consequences for themselves and other people. We are jointly responsible for our overall Safety and Well Being.SocialPhysicalCareerCommunityFinancialWellbeing8
Empowering ProcessesAt Crescent, we don’t just believe in the power of safety; we equip our teams to make it a reality. Every tool, every process, every policy we provide is a beacon of our commitment to ensuring a safe environment. From detailed work instructions and job skill training to our sentinel programs that act as vigilant watchtowers against potential risks, we foster not just safe practices, but a culture of safety awareness.It’s not merely about risk reduction; it’s about building consistent, good safety habits that last. By being transparent, we’re not just sharing information; we’re instilling condence, trust, and knowledge in our people, assuring them that safety isn’t just a priority—it’s our daily practice. With Crescent, every day is a step towards a safer tomorrow.Safety SentinelsA powerful tool we use are Safety Sentinels. These are scheduled visual risk assessments of the facility, operation or individual. A Safety Sentinel is a coaching exercise facilitated by leadership with the purpose of identifying potential risks and positive observations. The key is awareness and participation. Our Sentinels are done by People at all levels of the organization. Once trained on the process anyone in our organization can perform a Sentinel. Safety Sentinels allow us to reduce risk by being aware of unwanted behavior and conditions.10,000ObservationsSerious Injury Lost Time OSHA Recordable Unwanted Safety EventsSeveritySeverityBehaviorSafety Observations Reduce Risk1,0001001019
While observing a task, the observers ask themselves, “Do I see anything that concerns me? Is there anything at-risk in this task or situation?” “Are the conditions we are working in, safe?” Our observations are not used as faultnding opportunities. They are used to mitigate risk. If a risk is observed, we nd out why. Was the person trained that way? Are we performing a work-around of the current process? We continually ask ourselves WHY, to try and understand the rationale so risk can be eliminated.Sentinels are used to reinforce the positive things our People are doing to be safe and to emphasize good habits. We train our People to provide immediate feedback if an at-risk task or situation is observed and x immediately if possible. We reward good safety behaviors.Safety Sentinels create awareness of potential accidents or injuries. An increase in the number of Sentinels results in a decrease in the number of accidents and injuries. Because of the relationship between Sentinels and Unwanted Safety Events, which could result in an accident or injury, we measure and monitor the number of observations. We also review the Sentinels to make note of patterns, such as an increase in trash on the oor, poor lifting techniques, improper use of pedestrian walkways, or unsafe use of in-plant intersections. Sentinels are also used to drive engagment of all People to be involved our Safety Program.We invite everyone to participate in performing Safety Sentinels to mitigate risk by resolving any unwanted safety issues. At Crescent, all of us are empowered to improve Safety.Workplace accidents and incidents are caused by unsafe behaviors and unsafe conditions. By conducting formal Safety Sentinels and informal individual Safety Observations and addressing unsafe behaviors and unsafe conditions, Crescent decreases the likelihood of Unwanted Safety Events such as OSHA recordable accidents, Lost Time Accidents or Serious Injuries/Fatalities.PSPDoing It Safe10
Safety Gemba WalksTaking a page from our Sentinel Program, Crescent introduces the Safety Gemba Walk. This isn’t just a routine stroll; it’s a purpose-driven initiative. Our leaders step into the very heart of operations, observing our dedicated personnel in their natural work environment. With an eagle eye on safety, the Gemba Walk is more than mere observation. It’s our tangible commitment to spotting and diminishing risks in real-time. At Crescent, we don’t wait for issues to come to us; we proactively seek and address them, ensuring our facilities remain the epitome of safety and eciency.1. Select a theme for each walk or topic for each walk (i.e lifting methods, trip hazards, etc.)2. Engage the people (supervisors, Line Leads, Line Workers, FLO’s etc.) about observed conditions and ask questions!3. Listening attentively – a learning experience for all!4. Sharing what you learned during the Gemba walk5. Writing and posting a brief memo including actions and proposed completion dates and publicly sharing what you learned6. Following up – monitoring the processThe Gemba Walk is rooted in the philosophy of continuous improvement. By regularly walking the oor and identifying areas for enhancement. In essence, Safety Gemba Walks bridge the gap between high-level safety strategies and on-ground realities. They facilitate a deeper understanding, enhance communication, and underscore an organization’s unwavering commitment to the well-being of our People.11
Safety Risk MitigationThrough our observations we record the safe and at-risk events and review the patterns regularly so we can Mitigate Safety Risks implementing one of the Hierarchy of Controls:1. Eliminating the hazard: To take the hazard completely away by no longer performing the task or operating the equipment. Example: If we were using a toxic solvent to clean equipment and we found an eective non-toxic cleaning solution, the toxic solvent is eliminated.2. Substitution: Substitution is using a safer alternative to the source of the hazard. An example is using plant-based printing inks as a substitute for solvent-based inks.When considering a substitute, it’s important to compare the potential new risks of the substitute to the original risks. This review should consider how the substitute will combine with other agents in the workplace. Eective substitutes reduce the potential for harmful eects and do not create new risks.**** Elimination and substitution can be the most dicult actions to adopt into an existing process. These methods are best used at the design or development stage of a work process, place, or tool. At the development stage, elimination and substitution may be the simplest and cheapest option. Another good opportunity to use elimination and substitution is when selecting new equipment or procedures. Prevention through Design is an approach to proactively include prevention when designing work equipment, tools, operations, and spaces.Most EffectiveLeast EffectiveHIERARCHY OF HAZARD CONTROLSELIMINATIONSUBSTITUTIONENGINEERINGCONTROLSADMINISTRATIVECONTROLSPPEPhysically remove the hazardReplace the hazardIsolate people from the hazardChange the way people workProtect the worker withPersonal Protective Equipment12
3. Engineering Controls: Engineering controls reduce or prevent hazards from coming into contact with people. Engineering controls can include modifying equipment or the workspace, using protective barriers, ventilation, and more. The most eective engineering controls• are part of the original equipment design• remove or block the hazard at the source before it comes into contact people• prevent users from modifying or interfering with the control• need minimal people input for the controls to work• operate correctly without interfering with the work process or making the work process more dicult4. Administrative Controls: Administrative controls establish work practices that reduce the duration, frequency, or intensity of exposure to hazards. This may include:• work process training• job rotation• ensuring adequate rest breaks• limiting access to hazardous areas or machinery• adjusting line speeds13
5. Providing Personal Protective Equipment (PPE): PPE is equipment worn to minimize exposure to hazards. Examples of PPE include gloves, safety glasses, hearing protection, hard hats, and respirators. When people use PPE, Crescent will implement a PPE program. While elements of the PPE proogram depend on the work process and the identied PPE, the program should address:• workplace hazards assessment• PPE selection and use• Inspection and replacement of damaged or worn-out PPE• People training• Program monitoring for continued eectivenessPeople should not rely on PPE alone to control hazards when other eective control options are available. PPE can be eective, but only when people use it correctly and consistently. PPE might seem to be less expensive than other controls but can be costly over time. This is especially true when used for multiple people daily.When other control methods are unable to reduce the hazardous exposure to safe levels, we must provide PPE. This includes:• while other controls are under development• when other controls cannot suciently reduce the hazardous exposure• when PPE is the only control option availableAdministrative controls and PPE require signicant and ongoing eort by people and their leaders. They are useful when we are in the process of implementing other control methods from the hierarchy. Additionally, administrative controls and PPE are often applied to existing processes where hazards are not well controlled.Are You Protected?14
Safety NotificationSafety NoticationsA Safety Notication is a record of an Unwanted Safety Event where someone was hurt, and/or equipment and/or our facility and/or customers’ product was damaged. See Incident Reporting and Follow Up Policy for specic information on investigation, communication, and ownership.An Unwanted Safety Event is something unexpected which could or did cause harm to someone or something, resulting in bodily harm, product damage or damage to our equipment or facility.A Severity Ranking is applied to each Safety Notication Record. Each Safety Notication Record impacts our Total Reportable Incident Rating.Severity NumberPeople Impact Financial Impact Environmental Impact1 Life Threating Injury NA Fire or Spill resulting in loss of use of any part of the building2 Injury needing attention beyond rst aid - Potential OSHA Lost TimeProperty Damage > $5000 Spill > 10 Gallons, Fire needing FD, air quality issue requiring evacuation of part of the building3 Injury needing attention beyond rst aid - Potential OSHA recordableProperty Damage < $5000 Spill > 5 Gallons, potential air quality issue4 First Aid Required Property Damage < $2000 Spill on site < 5 Gallons5 No Injury Slight Damage to Property < $500 No Impact15
Safety NoticationOur Safety Notication Procedure clearly outlines what specically is required in steps 1 – 4 to ensure a complete and thorough investigation of all Unwanted Safety Events. A Safety Notication occurs when we experience an Unwanted Safety Event. The better we perform our Safety Observations the fewer Safety Notication we will experience.All Crescent People are required and expected to report Unwanted Safety Events to their immediate Supervisor. The Lead or Supervisor will report the Unwanted Safety Event by the end of the shift. All reported Safety Notications are immediately distributed via email to the Crescent leadership and Safety Committees.We continually track and monitor our Safety Notications to identify patterns and trends that provide us with direction on where we can improve.Depending on the severity, an accident Packet is in place with all required documents and procedures to be followed.If an Unwanted Safety Event takes place, and an injury occurs, Crescent First Responders (who are trained in First-Aid, AED/CPR and Blood-borne Pathogens) care for the injured worker and escalate the issue. If required, the injured person shall be transported to Occupational Health facilities located near each of our sites by a member of the site supervisory sta. Or, if the injury is severe, they may be transported by ambulance to the most appropriate hospital. Following any injury, we work diligently to transition our People back to work in a timely manner.The goal of our Transitional Work Program is to accommodate the need of the person while reducing any potential lost time.We’ve hadan UnwantedSafety EventWhy?Why?Why?Why?Why?16
The degree of our investigation for each Unwanted Safety Event is based on the Severity Ranking. A Severity Ranking of 1 involves a more intense investigation versus a Severity Ranking of 3. Unwanted Safety Events with a severity ranking of 1 thru 4 require a re-enactment of the incident to increase our opportunity to identify the root cause. Each occurrence regardless of the severity ranking follows four steps:1. We care for the injured person and begin the investigation process2. We determine the severity3. We report and act on investigative ndings4. We transition the person back to workSafety InvestigationsOur Safety Notication Procedure clearly outlines what specically is required in steps 1–4 to ensure a complete and thorough investigation of all Unwanted Safety Events.A successful investigation always focuses on fact nding – not fault nding. A root cause analysis is conducted, and corrective action is determined to eliminate the at-risk behavior in the future. It is essential to discover and correct all the factors contributing to the Unwanted Safety Event. This could include behaviors, equipment, procedures, processes, training, or other safety deciencies.Safety Work InstructionsOther ways we mitigate risks of Unwanted Safety Events and ensure compliance is through our Safety Work Instructions. Our Safety Work Instructions are designed to ensure our processes are consistent, timely, and repeatable. We have Safety Work Instructions for compliance to our customers’ needs, compliance to Crescent’s policies, regulatory compliance such as OSHA and DOT and compliance to auditing agencies such as SQF and ISO. We conduct regular reviews of our Safety Work Instructions and 17
update and communicate them on a regular basis. One example is our Emergency Response Work Instruction and Process, for which we conduct quarterly emergency drills so that our people are prepared for any type of workplace emergency. After each drill, we review what was done well and how we can improve the process.Findings are documented and the Safety Work Instructions are updated so People can be trained to respond appropriately. Our Work Instructions are located on our Intranet and include:• Safety Sentinels• Safety Notications• Hazardous Communications• Lockout/Tag-out• Hot Work Permits• Safety Policy• Fire Inspections and Facilities Audits• Exposure Control• Fall Protection/Ladder Safety• Powered Industrial Trucks• Machine Guarding• Emergency Response• Maintenance/Electrical/Hot work• Dock Door Safety• Temperature and Humidity Monitoring for Food SafetyDoing It Safe18
Safety PoliciesCrescent’s written Safety Policies make us better, safer, and more productive. We educate to them; we expect our People to follow them and we do not retaliate when they are enacted.It is the responsibility of each person at Crescent to safely perform the duties of their job and to understand Crescent’s Safety Policies. If a person has questions about how a task should be done safely, the person should not perform the task until reviewing the task with their supervisor and together referencing the work instruction to determine the safe way to do the job. No person is ever required to perform work that he or she believes is unsafe.The purpose of Crescent’s Safety Policies are to:• Set out safe work practices and procedures to be followed to support Crescent’s commitment to safety• Comply with the Occupational Safety and Health Act and other governed regulations to provide a safe environmentCrescent Safety Policies include:• Drugfree Workplace• Non-Discrimination• No Harassment• Right to Search• Anti-Retaliation• PPE• Fork Truck Policy• Ladder Safety• Warehouse and Dock Safety• Hazardous Communication• LOTO (Lockout/Tagout)19
Safety CommitteesSafety Committees meet at least monthly to review safety trends and corrective action follow-ups.Our Safety Teams are made up a cross section of all Crescent People. The purpose of the Safety Committee is to champion the Doing it Safe Model and Process and to Promote Engagement. Safety Committee members are trained in the Doing it Safe Model and Process. Members are rotated allowing for more diverse participation and fresh new ideas. Each Safety Committee is responsible to keep a record of each meeting and to share best practices across all of our sites.Leaders of the Safety Committees are encouraged to reach out to each other and share ideas and best practices on becoming safer.Crescent Safety PerformanceSafety ObservationsT.R.I.R.O.R.I.R.L.T.I.R.Corrective and preventative actions1)2)3) SAFETY20
Sustaining ResultsThe Crescent Way follows the principles of the 3P’s – Purpose, Process and People. The Safety Model’s Purpose is to create a safe working environment. Next, we use Empowering Processes to assist us with delivering on our Purpose.Finally, we align the nal P, People, by using the S.T.A.R. process.Crescent has a responsibility to align its leadership with all of its strategic goals. Crescent Safety Leaders exhibit two very important traits:1) Crescent Safety Leaders motivate our People to perform the right work in the right way2) Crescent Safety Leaders build and maintain successful relationships with our People to improve how safely we perform the workOur S.T.A.R. People process provides us with Sustaining Results by:• Selecting our people for safe behavior• Training our people for safe behavior• Assessing our people for exhibiting safe behavior• Recognizing our people for exhibiting safe behaviorSelect the TeamTrain the TeamRecognize the TeamAssess the TeamRightHire the right PeoplePromote the right PeopleCoaching BehaviorDeveloping SkillsAssess PerformanceGrow TalentInformalFormal21
Selecting for Safe BehaviorSafety is included in our selection process for new and promoted People. We select and promote People who are safety conscious and consistently demonstrate a safe work ethic and exhibit safe behaviors. Our selection testing procedures help us to ensure we have a safe and drug free work environment.Outside of assessing for safe behavior we also assess a person’s skills and capabilities by performing a job analysis for each position. A job analysis evaluates and documents the physical requirements of the position to help ensure we select the right person for the right position. In some cases, and depending upon the job requirements, we conduct physical abilities testing during the selection process to ensure the person can demonstrate the necessary physical ability to successfully perform the job.Our most stringent testing occurs when we promote or hire people into management positions. We require all management teams to Do it Right, Do it Safe and Do it Well. To help us make the right decision and only promote and hire those who will motivate and build relationships with our people, all candidates perform a battery of tests designed to assess for the right t.22
Train for Safe BehaviorWe conduct safety training to ensure two main aspects of Safety:1. The Well-Being of Your People2. Compliance1. The Well-Being of Your PeopleAdequate safety training helps People understand the various hazards related to their job and gives them the tools they need to safeguard against those hazards.With good training, your sta members will show an understanding of safety practices in how they work and strive to maintain those practices. For instance, if your sta members do not understand how to wear and adjust a harness correctly, training will show the correct way and allow them to coach new people on the proper way to wear this personal protective equipment.Safety training is applicable to company leaders on multiple levels. In addition to showing them how to work safely, participating in safety training allows them to better relate to their people. For instance, when a company leader with a desk job learns how to wear a safety harness and applies that knowledge, they are about to make more informed decisions on equipment that sta members use every day to keep them safe.23
2. ComplianceWhile keeping people safe and costs down should be reason enough to embrace robust safety training, Federal, State and Local regulations also demand that people receive safety training.There are many compliance-related resources on the ocial website for the Federal agency known as OSHA (Occupational Safety and Health Administration), particularly OSHA’s Training Requirements document. This document outlines mandatory safety training standards, in great detail.It is important to properly divide up the OSHA list based on safety hazards associated with each role. For instance, administrative sta may still have to be trained on Hazard Communication but not on Hazardous Waste Operations and Emergency Response (HAZWOPER).It should be noted that OSHA training standards are the bare minimum and many State authorities have additional regulation. Of course, the goal of safety training should not just be compliance. The goals should be minimizing accidents, raising awareness, and keeping people healthy.24
Safety Training and ongoing safety training refreshers help us achieve and maintain the following:1. Without periodic safety training, work becomes routine, alertness dulls and a relaxed attitude replaces caution that people once had when the job was new. Routine work without the proper attention given to safety can increase the risk for accident or injury.2. Periodic safety training helps remind people that danger always exists on the job. Whether a person has been doing a type of work for one day, twenty years, or somewhere in between, they are not immune to an accident. Accidents do not discriminate and can ruin or take, your life.3. Safety training helps people learn how to safely do a job and provides information to help them understand what they should or should not do.4. Safety training teaches what protective equipment to use, when to use it, and how to use it properly.5. Safety training contributes toward making people competent in health and safety and can help in avoiding the distress that accidents and ill health can cause.6. Safety training is essential to developing a positive health and safety culture, where safe and healthy working habits become second nature to everyone within the company.7. Eective safety training helps us understand that accident prevention is a priority, and that unnecessary accidents and injuries can result in nancial hardships for a company and its people.8. Safety training is an opportunity to provide information about near misses and other mishaps to help avoid falling victim to repeat incidents and hazards.9. Safety training can help us avoid the experiences of damaged equipment and products, and the ill eects of lost production.10. OSHA and other laws require it.25
Although the reasons mentioned above are equally important, we can all agree that embedding safety training into the normal activities of a workday helps to make it routine and helps keep safety at the front of our minds. Safety requires continuous assessment, discussion, and instruction.Safety training can occur in the form of a toolbox talk and other daily huddles to a more formally-organized setting. It is critical to regularly work toward improving safety knowledge. Teaching, educating, and informing about safety practices must be a continual eort. Those few minutes of safety training at the start of the shift may prove to be the most important time spent all day.As new People join the Crescent team training begins day one with a detailed Safety Orientation and Job Skill Training. Our job specic training includes but is not limited to:• Drug-free Workplace• Blood-borne Pathogens• Haz-Com• Machine Safety and Guarding• Emergency Plan / Fire Life Safety• Lockout/Tag-out• Powered Industrial/Forklift Training• Pedestrian Safety.• PPE and Proper tool usage• Pallet Safety• Environmental and Surroundings awareness• Accident Reporting• Proper Lifting Techniques26
Assessing for Safe BehaviorOur assessments are designed to review three critical areas:1. Risk assessments2. Hazard Assessments3. People Assessments1. Risk AssessmentsBefore a new site is deemed operational, we complete a Facility Risk Assessment to identify any and all key risks and to assure our People’s safety and regulatory compliance. During the Facility Risk Assessment, we invite our customer and insurance loss control risk inspectors to the site to ensure safety is not compromised. We also ensure our functional job analysis is applicable for the site.Crescent is partnered with OSHA to conduct consultation audits every 2 years. Crescent conducts internal mock OSHA audits in the years in between.27
2. Job Safety Analysis (JSA)We perform a Job Safety Analysis for each job at each site to mitigate risks. JSA’s are conducted when new jobs or equipment are introduced to the work environment. A Hazard Assessment evaluates if PPE and machine guards are required, detects potential ergonomic issues, and identies any other potential hazards that need to be eliminated.Personal Protective EquipmentRequiredYes NoFall ProtectionTorso ProtectionEye and Face ProtectionFoot ProtectionLeg ProtectionHand ProtectionHearing ProtectionRespiratory Protection28
Measuring SafetyOur site operations are monitored using four Safety KPI’s (Key Performance Indicators):SOR (Safety Observation Rate)The SOR is a rate of Safety Observations as it relates to the number of payroll hours worked during a given period. This is a leading indicator. This is the most important of all the KPI’s as it determines how safe we are minute to minute, nding and mitigating issues before an incident occurs.Safety Observation rates are determined by a straight ratio. This is calculated by the number of Sentinels a site completed in a certain time frame, divided by the number they were supposed to complete.TRIR (Total Reportable Incident Rate)The TRIR is measured as a ratio of actual recorded Unwanted Safety Events multiplied by 200,000 and divided by the actual number of payroll hours for the same time period. All incidents are counted regardless of severity or whether rst aid was administered or not. TRIR data is pulled from the Safety Notication database. TRIR is a predictor of an OSHA Recordable (personal injury) or damage to product or equipment. This is a lagging indicator.ORIR (OSHA Recordable Incident Rate)The ORIR is measured as a ratio using a formula outlined by OSHA. ORIR is calculated by multiplying the number of recordable cases by 200,000 and then dividing the result by the number of payroll hours for that same time period.The data for the ORIR is pulled from the OSHA 300 log. The OSHA 300 log captures all OSHA recordable accidents as dened by OSHA. The ORIR drives both medical costs and workers compensation claims and is clearly a lagging indicator.29
LTIR (Lost Time Incident Rate)The LTIR measures the amount of time a person misses work as a result of an accident. The LTIR is a ratio of injuries as a result of actual work time being lost. The more severe the accident the greater the potential for lost time away from work. The data for the LTIR is pulled from the OSHA 300 log which tracks the number of days lost due to an accident. An accident must result in at least one full day away from work in order for it to be included in the LTIR rate. Our ability to immediately transition an injured person back to work is key to controlling our LTIR. LTIR drives worker’s compensation indemnity claims; meaning lost wages have occurred. LTIR is another lagging indicator, one we seek to avoid altogether.Our Safety Assessment method is a continuous process. Crescent People constantly ask themselves, “Are we operating safely? What actions do we need to take to become safer?”Root Cause AnalysisThe Doing it Safe Model and Process is designed to mitigate risk to avoid accidents however we must always be prepared to investigate an accident once the injured person has been cared for. Root Cause Analysis of the accident is not performed to establish blame rather it is performed to remove the risk and potential for the accident to reoccur.An investigation and root cause analysis begins with a reenactment of the event. The reenactment must include the People who were involved in the Unwanted Safety Event. The goal is to reenact and demonstrate how the event occurred, staging the scene just as it was when the event took place. As part of the reenactment and investigation, create a timeline and include rsthand accounts and any sketches, photos and videos taken at the time of the event.WHY?Aha...Rootcause30
At Crescent, we use the 5 Why approach to investigate the root cause of an Unwanted Safety Event. The 5 Why approach is a simple process whereby the investigation team continually asks “Why” to get to the root cause.For example: One of our People trips while working on the production oor.Person falls to the oor. Why? (First Why)Person tripped over pallet. Why? (Second Why)Empty pallet was left on oor. Why? (Third Why)Pallet was not put away. Why? (Fourth Why)Line Leaders and Line Workers were not aware of the expectation of removing empty pallets from production lines to keep the area clear from trip hazards. Why? (Fifth Why)Root Cause - The expectation of a well maintained and trash-free production oor was not clearly understood.We use the 5 Why approach to identify the cause of the Unwanted Safety Event. The Unwanted Safety Event was not the fault of the person but rather resulted from the condition of the work environment we created. Our next step is to take corrective action and correct the root cause. The corrective action is that eective Safety Observations must be conducted to identify and eliminate trip hazards.Root Cause Analysis is the key to our success as it allows us to identify unsafe conditions in our work environment. It creates an opportunity to prevent injuries to people and damage to product or equipment. Corrective and preventative actions (CAPA) are an important part of an investigation. CAPA improve Crescent’s Doing it Safe process, and mitigate future Unwanted Safety Events. CAPA should be documented, responsibility assigned and follow-up. The Unwanted Safety Event is not closed until the CAPA is complete.31
3. People AssessmentsOur people are assessed on a regular basis to evaluate both their performance and their potential. Safety is key to these evaluations. Our People are expected to take 100% responsibility for safety and are held accountable by specic measures depending on their level within Crescent. At Crescent, we desire to work only with those who care about the Well-Being and Safety of all our People.At Crescent, a good number of our People come to us from our temporary talent providers. Our talent service partners provide Crescent with the necessary people to meet our Customers’ Needs. Our temporary talent service partners are also assessed in their role for keeping us safe using a Service Level Agreement (SLA). We review trends and corrective actions for both our Crescent People and our contracted People.Recognizing for Safe BehaviorRecognizing our People is important. When we recognize our People for their work, they feel valued, their productivity and satisfaction increase and their motivation to behave and work safely grows. A fundamental example of how we recognize our People is through our R.S.W. Awards which recognize People for Doing it Right, Doing it Safe, and Doing it Well The goal in recognizing our People for Doing it Safe is to catch them promoting safe behaviors and improving our processes. At Crescent, we recognize and we promote for safe behavior.32
Work EnvironmentWhat does a safe work environment look like in each of the following areas at Crescent?Safe – FLO / truck routesOur forklift drivers receive safety training their rst day at Crescent. The training covers forklift safety operating procedures such as inspecting the forklift for safety prior to use, always lowering forks when the forklift is not in use and understanding all critical forklift safety measures required for OSHA compliance,To ensure clear driving routes for forklifts and trucks, our operations’ forklift and truck driving routes are meticulously thought out to minimize safety risks to our people, product, and equipment.Safe - pedestrian walkwaysWe practice a pro-active approach to ensure safe pedestrian walkways. Our People and visitors are instructed to always be aware when crossing forklift intersections. Pedestrians must stay within the designated walkways and make sure that the forklift operator sees them before crossing forklift intersection. Blue back-up lights are installed on most forklift units as another safety mechanism to increase forklift awareness and visibility.There are clearly marked emergency routes and locations at each Crescent facility to safely direct our People to exits, tornado shelters and shelters in-place.Safe – maintained equipmentPreventative Maintenance is conducted on all of our equipment, and all aected People are trained in Lockout/Tagout procedures. Our maintenance team is trained to identify the specic energy source for each piece of equipment, and how to properly 33
lock it out before performing any maintenance. When Crescent designs and installs Engineered Service Solutions, we rst, and foremost, keep at the forefront, our People’s safety.Safe – production lines / picking aisles / stagingAt Crescent, People are trained and encouraged to work within their physical capabilities. When a Physical Ability Test is conducted, People are taught the importance of proper lifting techniques. To avoid the risk of injury, Crescent continually reinforces the importance of working within your physical abilities. Processes such as the Two-Person-Lift-Rule for pallets weighing more than 25 pounds, are created to minimize risks Processes and audits are in place for Line Setup Safety, and overall safe work methods (box opening, equipment safety, etc.) The workplace and tasks are designed to t our People, and our People are trained to operate in the workplace or perform the tasks in a safe manner.Safe – customer productsGood Manufacturing Practices (GMPs) are followed at all Crescent sites to protect our People and our customers’ product. These practices include, but are not limited to, good housekeeping; never blocking re exits, walkways or re extinguishers; never bringing glass or chemicals into the building without following proper procedures; storing pallets at; cleaning up spills immediately; and properly bandaging all cuts and wounds. Each of our sites can have additional customized GMPs based on our Customers’ and Crescent’s requirements.34
Enhancing the Doing it Safe ModelAs Crescent becomes a Premier Service Provider in our industry, we will continue to add fulltime People to our team. This growth reinforces the need for a safe work environment. Crescent’s Doing it Safe model instills safe habits and risk-reducing behaviors. Our core safety culture inspires our leadership, provides processes and tools to empower safe behavior and compliance, and implements the Crescent Way mindset to motivate the behaviors that create and sustain a safe work environment where people grow to their fullest potential. We never accept complacency when it comes to safety.When it comes to safety, we do not want our People on auto-pilot, and we continually work on how we can do things safer. We do this by carefully tracking, reporting, and evaluating the safety trends captured by our SOR, TRIR, ORIR and LTIR metrics, which we use to ultimately determine whether our People have adopted the Crescent Way mindset. We count on our People to continually rene and challenge the Doing it Safe model and process.35
Creating an environment where People can work to their natural best.36
9817 Crescent Park DrWest Chester, OH 45069513-759-7000info@crescentpark.comcrescentpark.comAt Crescent our safety vision permeates every layer of our organization. With unwavering commitment, we champion a working environment that places safety above all.The Crescent Way is designed to ensure we never lose sight of our customers’ true needs, the delicate balance between Purpose, Process, and People. The Playbook for Doing It Safe