Safety First, Always: Inside Essex Solutions’ Safety Turnaround

Magnet wire manufacturing leaves little room for error. Heavy machinery, complex processes, and consistently-in-motion production lines require active attention, clear communication, and a shared commitment to doing things the right way. Over the past year, Essex Solutions’ North American operations teams have demonstrated what can happen when safety becomes woven into everyday work rather than treated as a separate program. 

Collectively, the company achieved a 65-percent reduction in recordable safety incidents, a milestone leaders describe not as an end point, but as evidence of a broader cultural shift. The team paired stronger accountability, deeper employee engagement, and more disciplined use of data to make its plants safer and more resilient. 

At the Fort Wayne facility, much of that progress began with a simple but powerful idea: safety needs clear ownership. Tyler Reynolds, Manufacturing Manager at the site, said the most meaningful change was moving away from diffused responsibility. 

Tyler Reynolds, with the support of plant leadership, has helped transform safety in Fort Wayne.

“The most impactful shift we made was establishing clear ownership and accountability for safety at every level of the organization,” Reynolds said. “Direct area ownership in the plants, combined with safety ownership embedded into monthly compliance audits, has supported our 6S Method and ensured safety was no longer seen as a shared concept but as a personal responsibility.” 

Leaders also reframed how the company responds to minor incidents. Instead of focusing only on recordable injuries, the company treats near misses and first-aid cases with equal seriousness. 

“That shifted the focus to prevention rather than reaction, which has been another key driver of our safety turnaround,” Reynolds said. 

Equally important is how the company engages its frontline workforce. Essex Solutions intentionally positions operators and technicians as its most critical safety resource. Open communication, daily safety discussions during supervisor tours, and regular safety alerts help strengthen awareness and reporting. Employees participate in root cause analysis and corrective action planning, which has increased trust and made solutions more practical. 

“This engagement has created trust, improved near-miss reporting, and ensured corrective actions are practical and sustainable at the operator level,” Reynolds said. 

In Franklin, Indiana that same philosophy took shape through training, hands-on initiatives, and a shared safety mission statement. Rosalyn Hassebrock, Environmental, Health, and Safety Engineer at the plant, said the workforce fully embraced the renewed emphasis on safety. 

“We have worked hard to develop a robust new hire orientation, as well as annual trainings throughout the year, and voluntary hands-on trainings for operators,” Hassebrock said. 

Employees are encouraged not just to identify hazards, but to help fix them. 

“With our mission statement, it encourages employees to report issues they are finding on the floor but also be a part of the solution once a problem is found,” she said. 

One initiative that continues to gain traction is “Take 10 for Safety,” which asks workers to pause and assess risks before beginning tasks. The practice is widely adopted across the production floor and is part of daily routines. 

Behind the cultural changes, Essex Solutions also strengthened how it uses data. Layered Process Audits and daily safety touchpoints bring greater consistency to the shop floor, while monthly regional meetings allow sites to share lessons learned and align on best practices. 

In Franklin, structured risk assessments help uncover long-standing issues and spark productive conversations about safety standards. 

“Teams have gone out to the floor and identified issues that have been in the plants,” Hassebrock said. “Those conversations lead to a better understanding of not only why something is a problem, but what the situation should look like to keep everyone safe.” 

Safety at our the Franklin, IN facility has continued to improve year-over-year.

As these efforts continue to take root across North America, what is becoming clear is that the progress is as much about mindset as it is about metrics. Safety is increasingly reflected in everyday behaviors, in how teams communicate, slow down when needed, and support one another under production pressure. The structures, tools, and routines now in place are reinforcing a shared expectation that protecting people is simply part of doing excellent work, not something separate from it.

From a people-centered perspective, the safety improvements represent more than stronger metrics, they reflect the way the company values its employees. Irina Pasternak, Director of Human Resources for North America, views the progress as a direct outcome of fostering a respectful, accountable, and collaborative environment.  “When employees feel heard, respected, and supported, they are more willing to voice their ideas, take ownership, and look out for one another. That is the kind of culture we are building at Essex Solutions.” 

A 65-percent reduction in incidents is significant, but company leaders view it as part of an ongoing journey rather than a final destination. By combining clear accountability, engaged employees, and disciplined use of data, Essex Solutions has built a safer, more collaborative workplace. 

For customers, that commitment translates into reliable operations and responsible manufacturing. For employees, it means safer shifts and a stronger sense of ownership. And for Essex Solutions, it establishes a foundation for continuous improvement well into the future.