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Rjm Property Management – At RJM we know that project success is not possible without strict safety and quality standards. RJM’s John Boben, who recently stepped down as Vice President – Chief Safety and Quality Officer, has been at RJM for over 20 years leading our team in building our safety program. This year, as he moves into a different role as field safety coordinator, we’re celebrating John’s proactive efforts in working to build a culture of safety at RJM, while taking a look back at his construction career .
Over the years, its close engagement with industry partners, including the Association of General Contractors (AGC) and its attention to the requirements of the Minnesota Occupational Safety and Health Standards (OSHA) has helped RJM achieve many security milestones, all of which have contributed to ever stronger security. registration, recognition and overall success of the project.
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John and I talked about his early days in the industry and his path to the security role, the evolution of RJM’s security programs, and some of the changes he’s seen since the mid-90s. He also shared his thoughts on the impact of COVID-19 and offered advice to anyone considering a career in construction.
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What did you do in the early years of your career? During this time, what was the construction world like before many of the common safety rules and regulations that we now take for granted were implemented?
I started in the 1970s as a mechanic in the road construction industry. OSHA was new at the time and the regulations were limited and not enforced. We operated with assumptions rather than rules. (As a side note, it’s interesting to remember that OSHA’s existence was in part driven by the number of fatalities and injuries observed
In 1994, I moved from property management to work in the construction division of United Properties (UP), working primarily on tenant interior projects. I helped initiate and lead quarterly company-wide security meetings and attended conferences to gather information and resources. At one of these project management conferences at the University of Wisconsin, I picked up a safety manual that had been created in part because of the need to meet OSHA regulations. As UP Vice President of General Contracting, I developed the UP Safety Manual. I saw the importance of OSHA requirements and our need to fully integrate them into our daily routines.
At the time RJM and UP merged in 2008, my role was Vice President of Commercial Construction. In 2010, I assumed the role of on-site construction manager for one of RJM’s first major historic renovation projects, the Ford Center. I knew immediately that a project of this size and complexity definitely required strict security standards, and that’s when I began to understand the true scope and purpose of the security manual. Just so you know, the manual started out as a 60-page document. Now, that’s 360 pages!
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As the safety manual evolved, working with RJM COO Joe Maddy, I emphasized the importance of entering MNOHSA’s CHASE program. Additionally, RJM’s membership in the AGC with its educational opportunities and resources helped us raise our game across the board when it comes to safety. We’ve strived for better and better safety ratings and have a goal along with clear guidelines (the handbook) and standards (from OSHA) all aligned to build our program. During this time, I diligently researched and observed successful safety efforts and programs in our industry. Again, the AGC was a vital resource in this area, and I am grateful for their collaboration.
There are almost too many to count: every year we’ve seen more progress. We worked step-by-step to build our safety program, and in the end, I believe the numbers don’t lie. When I started working in a security role, our injury incident rate was around 10. Last year we were at 1.8. We did this by developing a comprehensive security program that went from average to best in class.
Early on we saw the value in paying more attention to OSHA’s standards and requirements as they began to expand into more areas and become more stringent. We’ve come a long way from being simply reactive to proactive! Now, in many ways, security determines how and when we perform certain steps. Before we only relied on union training and toolbox talks. Little by little, with OSHA guidelines and AGC’s commitment, we developed a comprehensive program that involved everyone on the team, even in the office.
It’s a long list! One of the key areas that made a difference is that we saw the need to provide training on a regular basis, working together with OSHA and AGC. Our relationships with these industry partners helped us adopt best practices and articulate their importance to our teams. Although it starts with each individual, workplace safety means much more. It depends on the entire team and affects the overall success of the project and customer satisfaction.
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We have also developed stronger communications platforms by holding regular meetings with foremen and by utilizing the company intranet for 24/7 accessibility to critical information from safety At the general level, we started doing security assessments performed by team members, from project executives to project engineers and foremen. We’ve also expanded the weekly toolbox talk to include videos and one-on-one quizzes.
The RJM Security Committee, made up of people from different departments, worked to involve our teams in any new initiative or requirement. We have also invested in resources such as upgrading safety equipment and added safety awareness as part of the RJM brand with the slogan ‘Safe today, here tomorrow’.
While we’ve built a proactive versus reactive security culture over the years, COVID-19 reminded us that we need to be prepared for anything. Our team quickly developed a task force that includes staff from all areas of the company, and security quickly developed a communication plan with field staff to provide and enforce COVID-19 protocols. This initiative is ongoing, and if a similar emergency were to occur again, I believe we have developed a successful model for handling it.
In the long term, I think with the use of masks and our health screening protocols, we’ve seen an overall reduction in sick people at work or sick days being taken. Some of these protocols are worth following!
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What safety tips would you give to a recent graduate about to start their first construction job?
Spend as much time as possible walking around the job sites and understanding the safety requirements. Utilize the availability of security team members and learn from them. They can help you learn what to look for and, most importantly, how to prevent near misses. Having this knowledge will help you a lot, regardless of your position in the industry.
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We were delighted when John accepted the challenge of being the Safety Director. His experience combined with his get-it-done approach and strength in providing direction made him a natural for the position. Was instrumental in developing positive relationships with MN OSHA and AGC (CHASE) safety collaborative leaders and programs. These relationships and John’s leadership led RJM to much higher levels of safety awareness and practices.
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John has always been talented and never short of assignments as he continues to identify opportunities for security communications and training. . . I would like to congratulate John on his achievements and dedication to the construction industry. A cookie is a small file that is placed on your computer’s browser when you visit the website. It helps some of our website’s functionality to display properly and be more efficient, while also tracking data that helps us interpret how you navigate the website and further improve your browsing experience. Most of the data tracked by cookies is anonymous, although some is developed to recognize patterns of interactions with the website, as well as to take an approximate geographic location to improve the user experience.
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