Sometimes it’s not about what you build, but how you build it. Sometimes it’s not about what you build it, but how you build it. At JE Dunn, employees from the field, the executive level, and everywhere in between are committed to ethical practices, both while the product is being made, and toward everything the product will eventually impact. To demonstrate this, we understand that corporate transparency benefits our organization and the goals we aim for. In this report, we tell our story of social and environmental responsibility. Throughout this document, you will find information regarding JE Dunn’s multitude of efforts to reduce the environmental impact of our projects and operations. Additionally we’ve provided information regarding the demographic makeup of our work force, and our efforts to ensure the safety and health of those involved with all of JE Dunn’s work. We are excited to share our experience and vision with you, and understand that we, and all those in our industry, must continue to strive in these areas in our collective pursuit of building perfection.
Leading by Example EXECUTIVE STATEMENT ON CSR & SUSTAINABILITY
Built to Last ENVIRONMENTAL METRICS
Strap Down, Buckle Up
HUMAN RIGHTS METRICS
Leading by Example
EXECUTIVE STATEMENT ON CSR & SUSTAINABILITY
JE Dunn adheres to seven core values we refer to as our pillars of excellence: safety, sustainability, value, quality, wisdom, collaboration, and integrity. Through these ideals, we strive to deliver a quality product that benefits the people and community around it.
Gordon Lansford, President & CEO
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JE Dunn emphasizes
the safety of everyone on our projects above all else.
a collaborative process
We take all measures that we can to ensure the well-being of everyone involved with and around our work. To this end, weâ€™ve worked to creature a safety culture that permeates through JE Dunn and the lives of our employees. Our safety department has developed a program to ensure proper safety protocols are taken. In addition to championing on-site safety, we strive to provide the resources necessary for the health and wellness for our employees. Through our Dunn Well program, employees are offered numerous benefits to monitor and tailor their personal health plans. JE Dunnâ€™s Primary Health Network provides a vast array of digital health resources, and the Dunn Run 5K fosters stronger relationships among coworkers through running and fitness as well charitable contributions to various organizations.
As we foster
between owners, builders, engineers, and architects, we understand our responsibility to come together as contractors and create buildings and structures that leverage emerging technology to reduce negative environmental impact.
Solar power, green roofs, recyclable heat and water, geothermal wells, high-performance data centers, and recycling of construction materials are a small portion of the specific actions we are taking to advance this initiative. Through the implementation of these new ideas and practices, JE Dunn is building more LEED-certified buildings than ever before. As we continue to shape our methods of construction around evolving processes, we hope to become an example for the rest of the industry that not only proves that we can build toward a sustainable future, but that we should.
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JE Dunn Environmental and Social Governance Goals
Build and empower diversity within our workforce and communities
Strive for maximum accident mitigation through education and discipline
Become an industry leader in LEED, solar, and geothermal construction and implementation
Foster a spirit of giving back to the supportive communities we live and work in
Encourage employees to help each other pursue healthy and happy lifestyles
Central to JE Dunn’s ability to innovate and continue building quality structures is the understanding that
workforce encourages a
vibrant community of ideas.
Outside of their professional lives, JE Dunn employees spend time throughout the year
volunteering with many different organizations.
It is from this community that we are able to realize the solutions and opportunities throughout JE Dunn projects. We don’t see a diverse company as filling a requirement or checking a box. Numerous points of view give us the best chance at finding and perfecting best practices, rethinking worn out processes, and ensuring the highest quality work. Our Minority Contractor Business Development (MCBD) program helps minority- and womenowned businesses develop the skills they need to succeed in the industry. Headed by our Vice President of Diversity, the MCBD’s importance to JE Dunn is paramount in our efforts to build up the communities where we work. The program has expanded into 12 different cities, graduated 600 companies, and contracted over $100 million in work with JE Dunn. Our diversity and inclusion efforts in recruiting, hiring, and retention depend on strong partnerships with schools and universities we recruit from, specifically reaching out to students from diverse backgrounds. We have developed a training program that we have started on the campuses of universities we recruit from, equipping students with the necessary tools and skills needed from the interview to employment.
Through their efforts along with the Dunn Family Foundation, JE Dunn supported over 300 philanthropies last year. These include educational and youth development, healthcare research, sustainability efforts, arts and cultural foundations, home and neighborhood improvements, and many more. The environment we’ve strived for in all of our workplaces is one that not only produces a lasting and quality product, but also one that that encourages charitable contribution among employees.
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Built to Last ENVIRONMENTAL METRICS
We understand that we must build for not only our generation, but future generations as well. In order to accomplish that, we use emerging technologies and methods to reduce environmental impact and encourage sustainable practices. We have over 400 LEED Accredited Professionals (APâ€™s) and LEED Green Associates within our company. We are an active member of the U.S. Green Building Council (USGBC) at both national and local levels. Our Manager of Sustainable Construction oversees LEED training, LEED exams, marketing and proposal for upcoming LEED projects, and helps with green project coordination.
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Think Green, Build Blue We understand that thinking green does not only mean that the final outcomes of our projects are LEED certified buildings, but that we must maintain a sustainable mindset throughout all phases of a job. From planning and preconstruction, to construction, transition, and finally end-use, JE Dunn takes necessary measures every step of the way to ensure we are operating in a responsible way. All JE Dunn projects follow a storm water protection plan to ensure that the fresh water supply isn’t harmed or clogged by construction materials. Furthermore, all projects take extensive measures in minimizing site disturbance to prevent neighboring properties from seeing remnants of the construction Engineering News Record’s process.
TOP 100 GREEN BUILDING CONTRACTORS IN 2015
JE Dunn ranked
Our construction waste recycling program covers everything from establishing a waste management No. 25 and recycling plan to reviewing what’s on the existing site and verifying if it can be recycled. Old asphalt or concrete parking lots can be crushed and reused as fill elsewhere. We were a recipient of the 2013 Sustainability Circle of Excellence Award by Waste Management for our efforts in waste diversion.
JE Dunn’s Commitment to sustainability and green building provides tangible cost savings. With over $3.8 billion in LEED certified construction projects, JE Dunn is applying innovative construction practices that positively impact the environment.
Before starting up HVAC systems in a new building or renovation, we make sure the structure is enclosed and temporary controls are installed. This saves energy and is more equipment-friendly. Indoor air quality (IAQ) is important on any project. All of our healthcare and LEED projects follow a strict IAQ plan during construction. Adhering to this plan requires that teams take cautionary measures, including protecting absorptive materials from
moisture or construction activities, isolating finished or occupied areas from the rest of the construction areas, and verifying low or no volatile organic compound (VOC) products are used. All of our renovation jobs are required to complete a hazardous materials survey before demolition begins to ensure that nothing out of the ordinary is present. Regardless of building type or location, virtually every project that we build contains sustainable features. JE Dunn has created the ‘Think Green. Build Blue.’ program, allowing us to further support clients with development and implementation of sustainable construction and operations practices.
JE Dunn’s ‘Think Green. Build Blue’ program goals: • Work with design teams to promote use of local materials • Reduce or eliminate the use of toxic substances
during construction. • Protect the environment from contamination. • Ensure good indoor air quality. • Recycle/divert at least 50% of project waste from landfill • Establish a collection system dedicated to the separation, storage, and collection of construction waste for recycling. • Minimize packaging waste and reuse or return packaging waste to suppliers or manufacturers for reuse/recycling. • Promote energy innovation and efficiency during construction. • Control erosion to reduce negative impacts on water and air quality. • Promote strategies that reduce operating and maintenance costs while increasing resource efficiency, human health, and productivity.
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Sustainability in Every Phase Making sustainable choices goes beyond just using recycled materials or installing rooftop solar panel arrays. It requires a holistic approach that considers project aspects in every phase â€“ preconstruction, construction, and close out. In Portland, Oregon, on the Collaborative Life Sciences Building and Skourtes Tower project, the team reduced a massive amount of paper waste by using our paperless Dunn Dashboard technology. Not only did this reduce waste, but it saved a tremendous amount of time and money throughout each project phase. By collaborating with all project stakeholders from the onset of a project, we are able seek out innovative approaches for each individual project.
JE DUNN TEAM MEMBER FOCUS
Jenny Bloomfield-Sciara Manager of Sustainable Construction As our sustainability culture has grown and expanded into an allencompassing company operational system, it was in our best interest to bring someone onboard to oversee all aspects of sustainability within JE Dunn. In 2005, Jenny Bloomfield-Sciara was hired as the Manager of Sustainable Construction to drive this initiative. Today, she works with project teams to develop strategies for implementing sustainable construction and operations practices. She also participates with the design team at all stages of development, collaborating to ensure that the full range of sustainable issues has been addressed. Jenny also oversees LEED training, marketing and proposals for upcoming sustainable projects, and coordination and assistance on LEED, the Living Building Challenge, and WELL Building projects.
PRECONSTRUCTION During the preconstruction phase of a project JE Dunn provides a review of the documents and building elements and provides input into sustainable practices and construction methods. We actively participate in preconstruction meetings focused on project specific LEED and waste management requirements.
and eliminate contamination, not to mention determination and strong cooperation. We also work with product manufacturers to implement programs that allow them to reuse, reduce, or recycle waste that is associated with packaging and transport of materials.
CONSTRUCTION Construction is a resource-intensive process. We work with the design team to be as efficient as possible in the consumption of electricity, natural gas, water, and gasoline in building the project. Energy and water usage can frequently be significantly reduced by shortening the duration of construction. We evaluate options for expediting the schedule â€“ reducing overall consumption through a shorter duration. Separating material for recycling is essential to constructing a green building - we use separate carts and dumpsters for different types of materials. These include concrete and masonry waste, scrap steel, aluminum, untreated wood products, carpet, glass, gypsum, cardboard, plastic, and paper. Materials are delivered to appropriate recycling centers and non-recyclable waste is sent to a permitted landfill site. On the Energy Systems Integration Facility project at the National Renewable Energy Laboratory in Golden, Colorado, our team recycled 77.5 percent of all construction waste, diverting 1,670 tons of waste from the area landfill. This was achieved through lean principles and labeled receptacles to simplify the process
Energy Systems Integration Facility
We develop plans for temporary power and lighting at the construction site and integrate these requirements into the project specifications. This may include the use of fluorescent and/or long-life bulbs for temporary lighting and the use of timers for maximum energy usage efficiency.
CLOSE OUT LEED certification requires that the building commissioning be completed by an independent testing agent. Our in-house mechanical and electrical specialists support this process from preconstruction planning through final close out. We perform the basic start-up and testing of the HVAC, plumbing, and electrical systems and coordinate with the independent testing agency charged with inspecting the projectâ€™s LEED requirements. At the completion of construction we assist the design team with compiling all information required for the submittal application to the GBCI. We also help prepare any additional responses to the GBCI that are needed for the Final Certification submittal.
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JE Dunn Construction Headquarters, Kansas City, Missouri
LEEDing the Way Weâ€™re making the commitment to lead by example by ensuring that our buildings contribute to environmental responsibility, starting with the construction of our own headquarters. Located in downtown Kansas City, Missouri, JE Dunnâ€™s corporate headquarters is the first ever LEED Gold certified corporate headquarters project in the city. Overall, the building exceeds ASHRAE 90.1 1-2004 Minimum Energy Standards for Buildings by over 14 percent, and earned an Energy Star Certification Rating of 75. At 3,000 metric tons CO2e per year in greenhouse gas emissions, our headquarters emits roughly 600 metric tons CO2e per year less than the average facility. We were able to achieve this through a number of sustainable design and construction aspects.
diverted 95% of the construction waste from the landfill, The project team
used energy alternatives to curb gas usage, and made sure that 10 to 20% of all materials used in the building were extracted, processed, and manufactured within a 500-mile radius of Kansas City. The cafeteria in the building provides great food, natural light, and outdoor space to enjoy lunch. All of the dishes and utensils are washed in water-conserving dishwashers. Using reusable dishware and composting the food waste helps reduce the cafeteria waste by over 90 percent compared to the previous cafeteria. Food waste is picked up twice per week, turned into compost, and then sold to the public. We average 3,100 lbs. of compost per week, adding up to 80 tons per year. Ultimately, 13.6 tons of building waste are landfilled. These numbers add up to 89 percent of what goes out of our building being recycled of composted. No potable water (water suitable for drinking and supplied from municipal water supply) is used to water the landscaping. The landscaping is watered using water collected from the roof drains, which is stored in a 30,000 gallon tank in the basement. Collecting and storing the water also helps prevent stormwater runoff from the building. Each waterless urinal in the building saves an average of two gallons per day per person.
There are 13 waterless urinals in the building, which helps save approximately 197,600 gallons of water per year. Overall, our water usage is 2,312,000 gallons per year.
Employees are highly encouraged to drive their fuel efficient vehicle, ride their bike, or take public transportation to the office. We offer a number of incentives toward this cause: • Bus passes are provided to employees who utilize the bus more than 75 percent of each month • JE Dunn provides fuel efficient vehicles for employees to check out • Fuel efficient vehicles receive front row parking in the garage • Bicycle storage is provided in the parking garage and inside the building • Shower and changing facilities are provided inside the building
The concrete used to form the garage and building structure contains fly ash, which is a byproduct of coal combustion. Fly ash can be used as a replacement for Portland cement and can improve strength, segregation, and ease of pumping of the concrete. The concrete mixture itself was made up of several components, all of which were harvested and extracted from within 130 miles of Kansas
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City. Wooden floors throughout the first floor, elevator lobbies, and break rooms were created from reclaimed timber. These floors were once rough lumber harvested from old barns in southwest Missouri, and were milled down and run through a tongue and groove machine. Ultimately, over 15 percent of the materials throughout the building contain recycled content. The white roof of the building provides a number of resources that contribute to its energy efficiency. It reduces heat island effect (thermal gradient differences between developed and undeveloped areas), and reduces the building’s cooling load by up to 20 percent by deflecting the sun’s hot rays. Additionally, the roof serves as a platform for mounted solar panels, which supply up to five percent of the building’s power. Turbocor Chillers have frictionless bearings which reduces the amount of energy consumed. Demand control ventilation senses CO2 levels based on the occupancy of the building and automatically adjusts the amount of outdoor airflow needed. The underfloor HVAC is more efficient and quieter than conventional systems, and also improves the indoor air quality of the building. Each employee can control the airflow at their workstation or office, tailoring it to their individual needs. T5 lighting is used throughout the building and is over 50 percent more efficient than typical fluorescents. Finally, the glazing system has a solar heat gain coefficient (the fraction of incident solar radiation admitted through a window) of .28, instead of the .35 average.
MORE THAN A TREND, WE CAPITALIZE ON UNIQUE OPPORTUNITIES ACROSS MANY OF OUR LOCATIONS. While we’ve enjoyed our LEED certified home in Kansas City, we aren’t planning to stop there. Our offices around the country feature an array of green features that reduce our environmental impact. In 2014, JE Dunn completed construction on a new office building for our Atlanta team, which was ultimately awarded with a LEED Gold certification as well. The building materials included locally harvest cypress, and the solar panels situated on the roof are projected to produce 17 percent of the energy used by the building. Water saving fixtures in the restrooms will also save more than 40 percent compared to a typical office building of the same size. The trend is catching on across all our locations. The JE Dunn Portland, Houston, Phoenix, Minneapolis, and Oklahoma City offices are all starting to flex their environmental muscles.
JE Dunn Construction, Atlanta, Georgia
The Portland office recently moved into its new location, and true to its city, features secure, indoor bicycle parking and showering facilities for employees that enjoy riding to work. Additionally, the group facilitates a recycling program for paper, aluminum, plastic, glass, and batteries. To reduce utility load, the building uses high-efficiency lighting and water fixtures. Further south in our Phoenix location, the JE Dunn team lets the sun shine down through solar tubes dispersed around the office, allowing ample natural lighting for employees. All the breakroom appliances are energy efficient and exterior lighting around the building is provided by LED bulbs. In Oklahoma City, we recently renovated an old warehouse to serve as a modern yet historic office space. By repurposing an existing structure, we were able to maintain some of the historic design elements while incorporating modern, LED lighting on timed sensors, glass walls for maximum daylighting, an efficient WRF mechanical system, and instant water heaters and sensor valves. We recently completed construction on a new home for the JE Dunn team in Minneapolis,
situated adjacent to the city’s up and coming North Loop district. The office also features many of the expected amenities found in a modern workspace, like collaborative offices and conference rooms designed to encourage a team-focused environment, as well a location near public transportation options.
Although they aren’t the only tenant, the JE Dunn Houston group operates within a LEED Silver facility that provides a state-of-the-art environment and sweeping views of the city. We believe we have found a winning formula, and that means making responsible, ethical decisions across the board. It is no longer a choice to provide quality environments that our employees are proud to work in. It’s important that JE Dunn strives to be an industry leader in innovative workplaces, especially when it comes to environmental responsibility.
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Best People + Right Culture We make it a point to pursue being ranked among the best places to work at each of our locations, and it all starts with: best people + right culture. These are the driving forces behind JE Dunnâ€™s strategy for success. By hiring the best people we can find, giving them interesting and challenging work, and letting them share in the companyâ€™s rewards, weâ€™ve found a sustainable way to grow in our industry for the last 90+ years. JE Dunn believes in providing the best tools for employees to get the job done right. Lean operation processes. Digital document collaboration. LEED-certified, occupantfocused environments. We make sure our workforce is prepared for the job, and we expect the best. Our diverse teams around the country strive to enrich lives through inspired people and places every day, and we push to ensure that our employees receive an abundance of resources dedicated to ensuring their success and future development. In these endeavors, we understand that the offices and workspaces we provide for our employees has a direct impact on their career satisfaction and daily wellness.
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Building the Right Projects LEED PLATINUM RESEARCH SPACES As energy costs sky rocket and demand increases on conserving energy and resources, platinum or net zero building is becoming the best way to build. JE Dunn strives to keep pace with advancing technology and through our commitment to researching and implementing sustainable practices.
We’ve constructed four flagship projects: • The Energy Systems Integration Facility (ESIF) at the National Renewable Energy Laboratory (NREL) Golden, Colorado • The Collaborative Life Sciences Building (CLSB) & Skourtes Tower Portland, Oregon • The Rocky Mountain Institute Innovation Center Basalt, Colorado • The Jennie Smoly Caruthers Biotechnology Building at the University of Colorado Boulder, Colorado The Energy Systems Integration Facility (ESIF) at the National Renewable Energy Laboratory (NREL)
All four of these LEED Platinum facilities were challenging and complex builds, made possible through creative delivery methods. By putting their heads together from day one, the project teams on these jobs were able to leverage advanced technology to collaborate and give input to each other on the fly, ensuring that components of design and construction cooperate efficiently. Collaborative Project Delivery (CPD) and Integrated Project Delivery (IPD) contracts have enabled JE Dunn to build complex facilities with minimal environmental impact.
PROJECT HIGHLIGHT THE ROCKY MOUNTAIN INSTITUTE INNOVATION CENTER
Completed in 2015, Rocky Mountain Institute (RMI) is an independent, nonprofit think-and-do tank that advances market-based solutions that transform global energy use to create a clean, prosperous and secure future. RMI’s new flagship building—its Innovation Center—is a physical manifestation of the organization’s work and values, maximizing energy and resource efficiency while creating a structure that complements and strengthens the local community and serves as a demonstration site for the industry. The team utilized an Integrated Project Delivery (IPD) process that brings together people, systems, and decisionmaking to incentivize project results, increase owner value, reduce waste, and maximize efficiency through all
phases of development. The entire process was planned and documented in detail from start to finish, providing a replicable framework for small to midsize office building design as a way for RMI to help drive this innovative process deeper into the industry. Energy efficiency and renewable energy: With a predicted energy-use intensity of only 16 kBTU per square foot, the center will be the most efficient building in one of the coldest climate zones in the U.S. Including an approximately 80 kW roof-mounted solar photovoltaic system, the building will be net zero energy, producing equal-to or more energy than it uses on an annual basis. Redefining thermal comfort: The building completely redefines how occupants experience and control their individual comfort in buildings. This is accomplished through passive design measures and a variety of technologies that eliminate mechanical cooling and reduced heating to a limited, distributed system.
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Solar Power World’s 2015 LIST OF THE TOP 500 SOLAR CONTRACTORS IN NORTH AMERICA
JE Dunn ranked No. 16 See the list for more details on how the rankings are broken down.
GOING SOLAR IN THE SOUTHWEST Dunn takes tremendous pride in its pursuit of solar array construction projects. No stranger to tackling new technology, JE Dunn has been hot on the trail with over 126 megawatts of solar utilities installed in the Southwest region to date, with additional megawatts on the horizon. This production has led JE Dunn to being named the 16th top utility solar contractor and the 19th top solar contractor in North America by Solar Power World magazine. A large part of JE Dunn’s success on these solar projects has been the team’s ability to leverage self-perform. Due to the immense quantity of parts, pieces and repetition of installation on solar energy production systems, JE Dunn has capitalized on the unique opportunities the solar market provides for selfperform work. As each project grows in size, so
A GROWING PORTFOLIO OF SOLAR PROJECTS With each new location, our utility-scale solar projects continue to grow in size and scope
PROJECT TWO CALIFORNIA
146 acres / 26 MWdc
79,990 PV modules
PROJECT ONE ARIZONA
PROJECT THREE CALIFORNIA
160 acres / 18 MWdc
600 acres / 82 MWdc
59,290 PV modules
248,064 PV modules
has the complexity of the job and the organization necessary for success. The tenacious team based out of Phoenix has kept its nose to the grindstone as it continues to win larger and larger projects. Selfperform will continue to be a key cog as JE Dunnâ€™s solar team soars. As an experienced contractor, we know there are various deployment strategies for solar construction from Engineering, Procurement and Construction (EPC) to general contractor-based implementation. JE Dunn believes in working as a general contractor partner with our clients assisting their design team with the development of the project design and providing management of every aspect of the construction process to reduce overall project cost while improving speed to market. Our approach, guided by the philosophy to deliver the best possible outcome for clients, focuses on early involvement, full project team collaboration, and quality decisions made early in the development of a project.
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Geothermal Energy System at The Missouri University of Science and Technology (Missouri S&T)
TAPPING INTO GEOTHERMAL WELLS Along with the construction of several LEED Platinum facilities and solar arrays, JE Dunn has also dug into geothermal power area through some new projects, like the Geothermal Energy System at The Missouri University of Science and Technology (Missouri S&T). The goals of the Geothermal Energy System at Missouri S&T were to reduce the overall energy usage on campus by approximately 50 percent, reduce the campus carbon footprint by 25,000 metric tons of CO2, and reduce water usage by eight million gallons per year. As one of the nation’s top technological research universities, setting an example of what new technology in energy is capable of was a perfect fit. Via over 100 miles of underground piping, ground source heat pump chillers, 645 underground geothermal wells, and modifications to many of the campus
buildings’ HVAC systems, the goals set out by Missouri S&T, JE Dunn, and the rest of the team have been achieved as of the project’s September 2014 completion. While Missouri S&T’s coal fired plant and single pipe distribution system began to age, the university was growing. With the help of the project team, Missouri S&T elected to decommission their coal fired plant and replace it with a system of utility plants utilizing geothermal wells. The team replaced the single pipe system with a two pipe system that provided increased efficiency in heating and cooling. The new geothermal well fields utilize the ground to store heat rejected from the buildings during the summer months and extract the heat during the winter months offering energy savings over conventional air cooled systems. Heating and cooling is now supplied to the Missouri S&T campus through three geothermal regional plants located in McNutt Hall, Straumanis-James Hall, and James E. Bertelsmeyer Hall. The buildings are supplied with heating and chilled water with the new two-pipe hydronic loop. The loops allow better control of the distribution of chilled and heating water among campus buildings. The campus loop is designed such that should one of the new regional plants fail, the others can serve the campus heating and cooling loads.
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Collaborative Community HUMAN RIGHTS METRICS
A diverse culture, both within JE Dunn and the communities we work in, provides a vibrant platform that allows us to build and accomplish amazing things. It takes all kinds of perspectives and skills to create solutions for new problems, not only in construction, but in every industry. We believe in doing our part to foster growth in the cities and neighborhoods surrounding our offices. JE Dunn and its employees actively choose to make a positive impact with our time and resources because we believe in giving back in the same measure that we receive.
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Building Better Communities John Ernest (Ernie) Dunn, founder of JE Dunn, established a culture of giving within the company long before its cranes reached skyward and its offices stretched from coast to coast. During World War II, JE Dunn took on the job of building the Quartermaster Depot, a federal government project, in Kansas City. Ernie refused any profit on the building, citing an unwillingness to profit from a war in which Americans, including his two sons, were serving their country. Years later, in 1981, this core value of the company, giving to and meeting community needs, was recognized and formally structured through the establishment of the Dunn Family Foundation. The Foundationâ€™s emphasis was the same as it is today: education, health and human services, youth, the disabled, the elderly, ethnic minorities, and community development.
Over the years, our employees have donated over $520,000 and $1,188,000, respectively, to the American Heart
Association and the United Way.
JE Dunn proudly donates over 10% of pre-tax earnings to charities around the country.
To this day, corporate and personal involvement in the communities in which we work is encouraged. The vast majority of JE Dunn employees spend time volunteering throughout the year in organizations that serve needs such as education and youth development, health, civic efforts, religious groups, arts and cultural foundations, and many more. JE Dunn is proud to support hundreds of nonprofit organizations every year. Throughout our various locations, JE Dunn employees come together throughout the year to raise money and awareness for organizations such as the United Way and the American Heart Association. Whether it’s putt-putt tournaments around the office, relay races, chili cook offs, or volunteering during the Holiday season, JE Dunn employees are always looking for ways to get involved and contribute to the improvement of their communities. Additionally, many teams have taken the time to donate their construction expertise in areas other than JE Dunn operations. Organizations like Habitat for Humanity have been productive partners in our efforts to reach out and use our talents to build and improve homes for those in need. Among these outstanding organizations, and others like Children’s Mercy, the American Cancer Society, the Salvation Army, the Special Olympics, and hundreds more, it is the hope of JE Dunn that we aren’t only building a thriving company, but thriving communities as well.
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JE Dunn kicks off the Atlanta MCBD Program (Left to Right): Dan Kaufman, Regional President, JE Dunn; Chondra Webster, President, WEBMark Construction; Israel Espinoza, President, Alamo Drywall; Elliott Lyons, President, Costello Electric Co.; Cherelle Cortez, Diversity Manager, JE Dunn
Fostering a Diverse Business Community JE Dunnâ€™s Minority Contractor Business Development (MCBD) program has helped minority- and women-owned companies achieve success since the programâ€™s first graduating class in 2006. Along with valuable networking opportunities, the MCBD program provides business owners an opportunity to learn more about important business practices in areas such as human resources, marketing, leadership, accounting, ethical behavior, and more. As part of the belief that a strong community is mutually beneficial for everyone in it, giving back is central to the mission of JE Dunn. Over the last 10 years, the MCBD program has expanded into 12 different cities and trained over 600 companies, who have contracted over $100 million in work with JE Dunn. The MCBD program supports its participants in numerous ways. The goal is not to teach minority subcontractors their trade, but to help put small business owners into strong partnerships with experienced business professionals who can
help them learn and master basic business management skills. The program consists of a series of monthly classes facilitated by JE Dunn and various area professionals. Graduates of the MCBD program have gone on to see their businesses succeed and make differences in their communities. “Before the class I had no contracts or practical information, but I was able to build a track record with JE Dunn,” said Lewis Block & Supply Co. President Dwayne E. Lewis. “Now, I’d guess I’ve been involved in as many as 125200 projects as a materials supplier.” Lewis’ experience is echoed by numerous other MCBD graduates. The MCBD program’s success has not gone unnoticed. Under Marvin Carolina’s leadership, the program has been applauded by participants, corporate leaders, and the communities it operates in. As a reward for the efforts of Carolina and the program participants, the Greater Kansas City Chamber of Commerce recognized JE Dunn as the 2014 Business Champion of Diversity.
MCBD Program Video (http://youtu.be/n1Ks6zuMt6k) Additionally, JE Dunn was named the 2015 General Contractor Mentor of the Year by the Arizona Minority Contractors Association, and received the 2015 Rising Star Award from the Georgia Minority Supplier Development Council. JE Dunn is composed of 30 percent women and minorities, and firmly believes that a diverse business community leads to better business outcomes. In addition to our corporate headquarters in Kansas City, we have expanded the MCBD program to our offices across the country, supporting communities in Atlanta, Minneapolis, Portland, Phoenix, Denver, Dallas, Nashville, Austin, Charlotte, Houston, and Savannah.
JE DUNN TEAM MEMBER FOCUS
Marvin Carolina Vice President of Diversity Since joining the company in 2002, Marvin Carolina has elevated JE Dunn’s ability to pursue diversity initiatives to new heights. Marvin led the creation and development of the Minority Contractor Business Development (MCBD) program. Since its inception, he has taught countless courses, and trained others who have expanded it across the country. In addition to the MCBD program, Marvin is instrumental in ensuring company compliance with an array of legal and regulatory requirements. To continue moving the company forward, he engages with JE Dunn leadership to find new ways we can foster the benefits that a diverse work environment and community inherently deliver.
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JE Dunn has committed 12 to 16 hours per employee each year on affirmative action/
harassment/diversity training, both online and
Our employee participation is 100 %. in the classroom.
We make sure to take routine, thorough measures to make sure all JE Dunn employees are informed on what it means to be a forwardthinking and progressive company as it involves the inclusion of all communities. Through a partnership with Diversity Compliance and Testing Group, LLC, JE Dunn trains and tests its employees through an online module yearly. This 90-minute, self-paced online program ensures that JE Dunn employeesâ€™ skills in EEO/Affirmative Action, OFCCP Compliance, unlawful discrimination, harassment prevention, and business ethics and etiquette are refreshed, tested, and up to date. This comprehensive test incorporates lessons and customized case studies developed using JE Dunn policies and procedures along with nationwide studies and trends revealed by the changes in US demographics, employment law, OFCCP requirements, social media, and business ethics & etiquette.
JE DUNN TEAM MEMBER FOCUS
Pattie Whitmer Director of Employee Development JE Dunnâ€™s Employee Development team designs, develops, and delivers learning programs for its employees that both help them become proficient in their current role and help them develop the skills, knowledge, and behaviors required to be eligible for promotion to the next level. These methods are in place for our employees across the board. In addition, Pattie and her team work with various departments to help coordinate training in company functions like quality assurance, safety, and technology adoption. Finally, the employee development group is constantly reviewing and refining our training methods to be sure we are employing the most effective adult learning strategies.
Class is Now in Session JE Dunn offers an array of classroom opportunities for employees to develop their current skills, learn new abilities, and expand into new and promoted roles. Our Learning Management System helps them find the best learning and education opportunities to meet their goals. Whether it’s a new computer program or promotion to a management position, we offer resources to help employees learn exactly what they need. Examples of our classes include:
A five-day immersion class held for our project and field engineers to prepare them to become project managers. Through this class attendees learn how to successfully manage a construction project from start-up through close-out. Specific modules include:
DUNN 200 is a 10-module course held over several months. This is an advanced course in successful project management. While covering many of the same topics as DUNN 101, this course goes deeper into the methods and strategies necessary to complete a successful construction project. Specific modules include:
• Project Start-Up • Self-Perform
• Preconstruction Services • Construction Fundamentals - Safety & Quality
• The Project Manager’s Role
• Importance of Documentation
• Close-Out Components
• Project Financials • Contracts & Procurement • Project Scheduling
• Communication Skills • Risk Management • Financials • Close-Out • Relationship Management
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SENIOR LEADERSHIP DEVELOPMENT
This course is intended to support our senior project managers and administrative managers as they grow in their ability to manage others and become leaders of JE Dunn. This class is taught by our top executives and begins with a 360-degree assessment. Throughout the course, attendees have the opportunity to be coached and mentored by our presidents and their leadership team. Specific modules include:
Senior Leadership Development provides executive leadership learning experiences for our junior executives and gives them opportunities to learn how to lead from a company-wide perspective. This class is led by our CEO and each of the five modules are taught by him, our regional presidents, the executive team, and outside experts. Specific modules include:
• Leadership Philosophies • Coaching for Improved Work Performance • Advanced Presentation Skills • Building Relationships that Lead to Successful Opportunities
• Leadership Development • Talent Management • Marketing & Business Development • Finance, Business & Strategy • Entrepreneurialism & Innovation
• Risk Management • Financial Management • Contracts • Negotiations • Managing Multiple People & Projects
In 20 years at JE Dunn, every day has been different, the projects have been challenging, and we have created
a learning environment so people can grow and improve continuously. That’s why I work at JE Dunn. DAVE BARBER, KANSAS CITY
Attended by our field foremen and superintendents in training, this course is intended to provide appropriate knowledge, skills and behaviors to improve their performance in their current position and begin preparing them for higher level field supervisory positions. Specific modules include:
Supervision 200 is available to those assistant superintendents wanting to deepen their field supervision skills and help prepare them to become superintendents. While this course covers many of the same topics as Supervision 100, attendees will delve deeper into the subject matters and come away with more advanced skills in the particular areas. Specific modules include:
• Safety • Resources Available • Pre-Planning • Project Scheduling • Quality Assurance & Quality Control • Importance of Documentation
• Safety • Resources • Pre-Planning • Project Scheduling • Quality Assurance & Quality Control • Importance of Documentation
Philanthropy through Fitness At JE Dunn we enjoy taking the time to give back to the various communities we work in, and we like to have fun doing it. Coast to coast, our offices participate in all kinds of races and fitness challenges. Whether itâ€™s the Dunn Run, Red Face Relay, Ridiculous Obstacle Challenge, or others, our employees work to develop a culture that promotes wellness and community support. Weâ€™re happy to lend our aid to organizations like the Leukemia and Lymphoma Society, the American Heart Association, the United Way, and the Challenged Athletes Foundation, among others, in any way we can. Following are a few, recent examples of JE Dunn employees using philanthropy to benefit their communities and their own health in the process.
employees laced up their sneakers and hit the trail around Lady Bird Lake to raise money for the cause. As part of the 2014 Red Face Relay, the team there ran a total of more than 60 miles. Following the run, the group gathered at a local watering hole to cool down and celebrate raising more than $1,500 for the charity. Donations came from clients various industry partners.
TEAM IN TRAINING JE Dunn employees from Kansas City, Atlanta, and Dallas participated in Team in Training with 13 members supporting the Leukemia & Lymphoma Society recently. The team traveled to Anchorage, Alaska and ran the Mayorâ€™s Midnight Sun Anchorage Marathon/Half Marathon. Together, the group raised more than $50,000 for the Leukemia & Lymphoma Society and ran in support and honor of heroes living with or who have battled the disease. The JE Dunn team won top national corporate fundraiser, and team captain John Jacobs was the keynote speaker at the pre-race banquet.
RED FACE RELAY Started by JE Dunn, the Red Face Relay for the American Heart Association is always a popular, annual event throughout our offices. In Austin, Texas, some of our
RIDICULOUS OBSTACLE CHALLENGE JE Dunn employees and family members in our Houston office participated in the R.O.C. (Ridiculous Obstacle Challenge) race to benefit the Challenged Athletes Foundation. This race is the original game showinspired obstacle run featuring 12 larger than life obstacles. The team had a blast and got to the finish line after going through different obstacles including a huge moon bounce, jump balls, a Tarzan swing, and a challenging wrecking ball. At these events and more, JE Dunn employees have been thrilled to devote some of their time and energy to community-building and bonding time with colleagues. Giving back has been a part of our company culture since its founding in 1924. Along with regular donations and volunteer work for community areas in-need, those who work at JE Dunn are always ready to get up and get moving to contribute to a cause.
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Ethical Leadership JE Dunn strives for ethical responsibility in our work, both as a collective whole and among individual employees. Regardless of the operational excellence of our firm, what will set us apart from others in our industry is the manner in which we treat our clients, vendors, and each other.
To maintain the greatest level of trust and confidence of those on whom we rely for our livelihood, we pledge to: 1 Never share information given in confidence 2 Account for all exchanges of services, materials, and money 3 Not accept anything we have not earned or for which we have not paid
4 Recognize the value of every person with whom we have contact 5 Be honest in our commitment to clients, vendors, family, self, and each other
We offer numerous resources to our employees for when they may run into an ethical dilemma. Our Code of Business Ethics and Conduct is an extensive resource for all employees that provides, in detail, what the official company policies are on all potential issues. The Code evidences the policies that support the companyâ€™s strong commitment to ensuring an ethical environment for all of our work activities. Assistance is always available to employees through our ethics hotline, our ethics helpdesk that can be accessed via email, and our online reporting system that runs through our company intranet. We continually encourage our employees to come forward with any questions they may have. ď Ž
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Strap Down, Buckle Up LABOR METRICS
At JE Dunn, we believe that safety isn’t just something we can put into one department and forget about. If safety is our number one priority, then it must truly be made a part of our everyday company culture. Whether it’s in the office or in the field, JE Dunn’s approach to safety and wellness is a collective approach that requires all employees to participate. Our culture is that “good” is never good enough. There’s always room to improve when it comes to safety, and we leverage all resources to ensure continuous improvement.
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Building a Culture of Safety In October of 2014, JE Dunn administered a safety survey to all employees, asking what their thoughts were on the company’s approach to safety at the time. Employee feedback was crucial in the formal establishment of a true safety culture, and after receiving those survey results as well as meeting with a safety consultant, JE Dunn began mapping out a plan to reinforce and elevate a safety culture that would stand for nothing other than excellence. JE Dunn must push to be first in class, routinely, in safety, both on and off the job site. A shift in the JE Dunn company culture toward a holistic approach to safety has been implemented that is designed to encourage continuous improvement in safety results. Our safety culture is a reflection of a shared commitment by management and employees toward ensuring the safety of the work environment. Among the several core values that JE Dunn adheres to, safety is crucial within our company operations, and it’s something that’s important to all JE Dunn employees at every level. “Our safety culture is important to me
because it means ensuring everyone goes home to their family after work.” –Lauren Wiest, Senior Project Engineer. Maintaining the highest possible focus on safety is not only a smart thing to do, it’s the right thing to do. In the past we have predominantly used lost-time accident rates and our Experience Modification Rate (EMR) as our primary measures of safety. Moving forward, we are focusing on more proactive leading indicators like job safety analyses, site observations, re-focus meetings, and more. By taking an active approach and subscribing to a zero accident culture, we will greatly improve our safety culture and resulting incident rates.
JE Dunn Safety Video (https://youtu.be/5ea9DfUF5UA)
Our focus is to raise the bar and improve our safety culture throughout all levels of the organization. Evolving technology continues to open new doors in the safety realm, and we have no excuse not to be taking advantage of new opportunities. As tools like Building Information Modeling (BIM) change the way we build, various technologies are emerging that allow us to build not only better, but safer. We are working with Caterpillar Safety Services and have assembled a Safety Steering Team (SST) composed of representatives from all JE Dunn regions, levels, and disciplines to oversee our cultural transformation into becoming a zero-incident organization.
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Safety Smart Incentive Program To promote an all-encompassing safety culture, the company, at all levels, must emphasize safety-conscious behavior within its ranks. Positive reinforcement of good behavior and actions is critical to improving views toward safety and change that otherwise might have been rejected. Our Safety Smart incentive program is based on that premise. Commitment to this program shows that we consider no phase of operation of greater importance than safety measures for accident prevention.
The Safety Smart program provides a three prong approach for employees working on JE Dunnâ€™s projects to be proactive in safety efforts: 1. Improving safety awareness by participating in safety planning and training exercises 2. Identifying and correcting unsafe actions to prevent accidents from occurring 3. Collaboratively encouraging employees to bring forth good safety ideas for implementing into our projects
Various safety logos and reminders can
be found on all JE Dunn hard hats, safety incentive gear, and job sites. It is meant to remind all employees to continuously strive to gain safety knowledge, as JE Dunn is always looking to improve upon our safety efforts through planning, training, and keeping safety at the highest level of importance while accomplishing daily tasks. There is a website dedicated to this program, and those recognized for their positive safety efforts will be displayed prominently on the website for all to view. Good safety ideas, along with best practices and lessons learned, will be noted and recognized on the program website. All JE Dunn employees working full time on a project site are eligible for this program. Incorporating a drive to urge all project participants to be Safety Smart, subcontractors enrolled in the JE Dunn large (workersâ€™ compensation/general liability) controlled insurance program are also included in Safety Smart. This program replaces all previous safety incentive programs in all regions. Employees participating in the program will be rewarded with incentive points and recognition for their efforts. Safety infractions can result in incentive point deductions.
Safety Steering Team Our leaders are committed to transforming JE Dunn safety culture by visibly demonstrating that safety is our top priority in company operations. It is up to all of us, every day, to make sure each individual who walks on our jobsites walks off the site without incident or injury. Representing all levels of the company, the Safety Steering Team (SST) has been put together to promote a strategic shift toward a culture of safety excellence. The SST held its first training and strategic planning session in March of 2015. The first step toward sustainable safety excellence was to evaluate the results of the safety culture assessment that was completed in October of 2014. The survey feedback gave JE Dunn a baseline for improvement. It has provided a clear vision of our strengths and identified opportunities for improvement. Facilitated by a Caterpillar Safety Services consultant, the SST event prepared us to set goals and expectations for JE Dunnâ€™s safety culture improvement efforts. The following purpose statement will guide us through the Zero-Incident Performance (ZIP) process for safety culture excellence: To guide our people, partners and families in building a sustainable culture of safety excellence.
Moving forward with continued guidance from Caterpillar Safety Services, our approach will be driven by front-line solutions and sustained by an accountability system that will involve every individual within the JE Dunn organization. Through evaluation of the survey and interview data that represents the voices of our entire organization, we have established direction for our employee-led Continuous Improvement teams that will be established this year. We began with a roll-out this year of new training programs (Safety Culture Excellence Workshops, Supervisor Training in Accountability and Recognition Techniques [START], Speak Up! Listen Up! [SULU]) that will truly engage our employees in moving as a team toward a culture of safety excellence.
JE DUNN TEAM MEMBER FOCUS
Eric Zuhlke National Safety Director Eric joined JE Dunn in July of 2015 after several years as the Occupational Health and Safety Director at Abengoa. His role as National Safety Director is to provide strategic leadership in the areas of health and safety. Eric will help promote a continuous improvement process that will achieve sustainable results through a systematic approach. He will lead and support the behavioral-based safety program, and push JE Dunn further in our pursuit of building perfection.
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An “All-In” Approach to Enterprise Risk Beginning in 2005, JE Dunn recognized that a cohesive approach to risk across its multiple divisions and offices was needed. From the start, we believed that this effort could not be limited to a single line of risk mitigation but needed to encompass a very broad view of enterprise risk. With our executive officer’s and insurance broker’s support over the last few years, we created a holistic approach to risk. The results have been rewarding for our associates, our subcontractors, our clients, and our shareholders.
WHAT DID WE DO? We began by creating a system to gauge the risk of the projects we wanted to pursue and the conditions under which we could perform them successfully. We created a broad coverage controlled insurance program for both the company and our subcontractors, including ways for the company to benefit from better than average performance through use of a captive. If our general liability and workers’ compensation programs were to be successful, our safety and quality programs had to be first class on every project. We selected national leaders for each area, developed national programs for education and training, created new incentive programs that reward participation and innovation (not avoidance), and created a software application to provide an efficient way for quality and safety staff to give advice and direction for current issues, upcoming work, and trending information. These reports also feed back into our SMS.
We also recognized that subcontractor partners play a huge role in the success of our projects, our safety and quality, and our insurance programs. We developed a best-in-class Subcontractor Management System (SMS) that collects and distributes information on subcontractor financial capability, safety and quality results, and performance. This information is available to our project managers on a five-dial dashboard. National credit analysts support the SMS program with more detailed information when requested. All the programming is tied back together by the way we manage the insurance, including general liability, workers’ compensation, and sub default. Because of our robust programs, incidents are down significantly and the savings are used to fund the safety, quality, and subcontractor programs and avoid the reluctance of projects to use the programs because of cost. This, in turn, helps us maintain a higher level
of quality and safety for the benefit of our employees and clients. Additionally, reserves are maintained and managed actuarially. This provides assurance to our clients and subcontractors that claims will be addressed without financial impact to them. To make sure claims that arose were handled efficiently, we hired a claims manager and applied a â€œSWAT teamâ€? mentality to the initial review and action plan development for any new claim. Along with our SMS, our Site Investigation Management System (SIMS) helps track, monitor, document, and assign responsibility to any safety audits. Every field observation made during each formal safety inspection is entered into the SIMS database. Data collected is analyzed, allowing our safety professionals to identify trends or specific deficiencies. Training can then be directed toward areas of deficiency. SIMS
also enables JE Dunn to recognize projects, supervisors, and subcontractors for superior safety performance. As displayed in the chart below, we make it a point to be thorough in the amount of safety monitoring we perform on our projects. As a result, our total issues discovered per observation have fallen from 2.48 in 2011 to 1.98 in 2015. We also greatly improved our compliance efforts, led by a dedicated compliance officer. We created a crisis management plan for all offices and major projects. We began an identity and access management review of electronic files. And last but not least, we created a matrix for our Board of Directors to assess all enterprise risk issues, including succession, calamity, and financial loss.
RESULTS Losses are down, costs are down, rates are down, satisfaction and rewards are up. But it requires all systems working together, and a chip on any edge of the wheel distorts the roll.
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JE DUNN MIDWEST 2011
Lost Time Incident Rate
Occ. Disease Rate
Days Away Rate
Lost days count started day after injury
Lost day count is based on a 7-day week
Lost Workday Rate
Lost Time Incident Rate
Occ. Disease Rate
Days Away Rate
Lost Workday Rate
Lost Time Incident Rate
Occ. Disease Rate
Days Away Rate
Lost Workday Rate
BY THE NUMBERS* *NOTES Incident rates calculated using Federal OSHA guidelines
First aid injuries excluded Information is based on JE Dunn only
JE DUNN WEST
JE DUNN SOUTH CENTRAL
JE DUNN EAST 2011
Occ. Disease Rate
Lost Time Incident Rate
Occ. Disease Rate
Lost Time Incident Rate
Occ. Disease Rate
Days Away Rate
Lost Time Incident Rate Recordable Rate
Days Away Rate Average Emp. Lost Workday Rate
JE DUNN LOGISTICS
Days Away Rate Average Emp. Lost Workday Rate
JE DUNN NATIONAL (TOTAL RATES)
Lost Workday Rate
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New Safety Training Sessions Offered in 2015 The goals of these training sessions are to engage our employees in moving as a team toward a culture of safety excellence. The three sessions we offer are:
SCEW Safety Culture Excellence Workshop The SCEW workshop is designed to ensure that supervisors at every level of the organization are familiar with the continuous improvement process, and know that the process is understood and supported by all leadership levels. Participants gain a basic understanding of why accidents happen, the emphasis of “safety do’s,” the essential criteria for a culture of safety excellence, the mechanics of an accountability-based management system, and an overview on the formation of and expectations for Continuous Improvement Teams.
(620 by JE Dunn trainers) attended in 2015
These trainings were initially conducted and administered by Caterpillar Safety Services. However, in order to continue training independently, they conducted Train-The-Trainer sessions. These taught selected employees the materials of each of these classes. These training programs have taken off with impressive results and have made a significant impact on our 2015 goal of promoting a company-wide safety culture.
Supervisor Training in Accountability and Recognition Techniques
Speak Up! Listen Up!
This workshop is designed to provide supervisors training in accountability and recognition techniques. It helps them understand why we need to improve our safety culture, and what makes an effective safety culture. It teaches the attendee how to engage and involve all employees in the process. Once they have completed the course they will what they can do to nurture our safety culture.
(339 by JE Dunn trainers) attended in 2015
The Speak Up! Listen Up! training helps employees learn effective communication. This can include how to give and receive feedback, how to focus on the message and not the messenger, and how each employee is able to contribute to workplace safety when listening and responding to one another. While Speak Up! focuses on the doâ€™s and donâ€™ts of giving important guidance, Listen Up! provides the essentials of receiving input and responsive listening.
(ALL by JE Dunn trainers) attended in 2015
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JE Dunn President and CEO, Gordon Lansford has been a huge part of implementing the new safety culture. He is featured modeling the PPE that is required on all jobsites on posters in every office and jobsite.
Personal Protection Equipment Rollout Safety is an important part of everyone’s job whether in the office, on a jobsite, or at home. As part of the journey to improving the safety culture, we provided all employees with a Personal Protection Equipment (PPE) kit. Not all kits contained the same items. The items received were based on the position held within the company. For example, employees that strictly work in the office received a safety vest, hard hat, eye protection, and gloves. Employees that typically work on jobsites already had all of those items, but they received a heavy winter high-visibility coat and a pair of gloves.
Observation Cards Observation cards are another initiative rolling into our culture shift. There are two different categories of observation cards: Leading Indicator and Focused “I CARE.” Within those categories there are 24 different types of cards. For example:
Leading Indicator Cards
Focused “I CARE” Cards
• Fire prevention • Lock-Out-Tag-Out • Placing Concrete • PPE’s • Steel Erection
• Eye Safety • Portable Ladder Use • Portable Tools / Equipment
Leading Indicator observations are typically performed by the superintendent and Focused “I CARE” observations are performed by any supervisor on the jobsite: project manager, project executive, field supervisor, or superintendent. Each observation card has a
list of observations for the team member to note and record. For example, if the superintendent were to grab the PPE observation card, his/ her inspection would be focused on personnel using PPE and whether they are properly wearing it or not. If the superintendent finds a worker who is not wearing the PPE properly, they would stop and correct that employee on the spot. If there was a reason the infraction could not be corrected immediately, the superintendent would make note of the situation and follow up for corrective actions. This program is designed not only to focus one’s attention on specific areas of job site safety, but also to heighten safety awareness for everyone on-site.
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Dunn Well JE Dunn is committed to not only the safety of its employees, but also to their health and general wellness. We have taken several measures to offer our employees various resources and services to monitor their health, set goals, and learn about health-friendly diet and lifestyle choices. Our Health Enhancement Coordinator leads all employee health promotion efforts, including the creation and publication of monthly Dunn Well newsletters. These newsletters include information on seasonal disease awareness and prevention tips, resources for those suffering from more severe conditions, fun and healthy recipe suggestions, and other general health and fitness items. Additionally, all JE Dunn employees can access our primary health network, powered by Kansas city-based Cerner Corporation. This powerful tool, combined with on-site health screenings, allows users to create health and fitness plans tailored to their own abilities. Employees can set goals, and view dozens of suggested options for optimized workout and diet routines. Finally, we have a dedicated space on our internal communications tool where employees can post and discuss various topics around health and wellness.
JE Dunn volunteers help maintain a community garden.
Itâ€™s an amazing thing to take on a challenge like this (half marathon) with your co-workers, coming
together to inspire, support, and encourage one another not just in the workplace but outside the workplace too! A Group of JE Dunn coworkers trained for a half marathon together
SHANNON DEBES, ATLANTA
JE DUNN TEAM MEMBER FOCUS
Jenny Edwards Health Enhancement Coordinator JE Dunn is committed to not only the safety of its employees, but also to their health and general wellness. Jenny Edwards leads all employee health promotion efforts, including the creation and publication of monthly Dunn Well newsletters, which include information on seasonal disease awareness and prevention tips, resources on more severe conditions, recipe suggestions, and other general health and fitness items. Additionally, all JE Dunn employees can access our primary health network, which combined with on-site health screenings, allows users to create health and fitness plans tailored to their own abilities. Employees can set goals, and view dozens of suggested options for optimized workout and diet routines.
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THE JE DUNN PURSUIT
Pursuing perfection means never accepting the status quo. Whether that means exploring new ways to reduce jobsite waste, expanding community outreach, or seeking to innovate the way we handle company safety, that pursuit is the fiber of our culture. We exist to enrich lives through
inspired people and places. Through this, itâ€™s our hope that the buildings and facilities we construct serve to make positive and lasting impacts. SAFETY, SUSTAINABILITY, COLLABORATION, INTEGRITY, WISDOM, QUALITY, and VALUE all push us forward to reach new heights in a responsible manner. The future will demand that we continue raising the bar, but we believe that with the culture established by our founder, John Ernest Dunn, we will be able to make
a lasting difference in our pursuit of building perfection.