You’re the site supervisor for two crews of five that are performing a series of electrical projects at a large manufacturing facility. Your people keep running into safety issues created by the client company’s personnel, including unsafe conditions and unsafe acts. You’ve done the following:

• Documented each one.
• Reported each one to your project manager.
• Reported each one to the plant engineer (your primary contact).
• Resolved each one as best you can.

In addition to the sheer volume of these, several recur after resolution.

For example, a plant maintenance mechanic removed a lockout tag from a local disconnect. You spoke with him about it, and told him that unfortunately you would have to inform the plant engineer. You felt kind of bad about this, as you were sure the mechanic would be severely disciplined if not fired. But the next day, he was at work again. And he removed another lockout tag. You went directly to the plant engineer, who seemed unconcerned but said he’d talk to the mechanic. Other problems include a locked fire exit, inoperative ventilation louvers in the battery room, and dozens of unused box openings that are still open — all reported, none resolved.

You and your project manager have agreed this plant engineer is a work avoidance employee who doesn’t care about the company or its employees. It seems he is there only for his paycheck. And that attitude has infected the maintenance organization as well.

Pulling out of the job and ending the contract is not a decision either of you has the authority to make. With this being the situation, what should be your approach?

Your first duty is to your two crews. Call a safety meeting, and put them on high alert. Let them know that if anything egregious arises, they are expected to stop work rather than count on luck.

Next, escalate the issue in your own organization. Someone there will have to make a decision on whether to lean on the client or refuse to work on that site. In this kind of situation, a private meeting with the plant manager to discuss the problems would be warranted. Since the violations are documented, you have the data to show exactly what the problems are.

If the plant manager makes excuses, your management should realize it’s time to abandon this facility. If, on the other hand, the plant manager says something like, “I had no idea. These violations are inexcusable,” then you have a footing from which to move forward. Be clear with the plant manager that you “wish to help you make this plant safe, not just for our people but also for yours.” Offer a few ideas. “Would it help if we proposed the solution each time we reported a problem? Would you like a text message at those times?”

If an agreement can be reached, keep a positive tone going forward. Use the word “thanks” frequently, so the plant manager knows you appreciate the support. Even if you are sure the plant engineer’s days there are numbered, treat this person with respect and show a positive attitude. You don’t want to “poison the well” at any point.