Essex Solutions
In magnet wire manufacturing, safety is measured not only in policies, but in how people move around towering pay-off stands, hot enameling ovens, and fast-spooling copper and aluminum lines that never truly stop. At Essex Solutions, that constant choreography reached a new level of precision, delivering the company’s best safety performance in seven years across its North American facilities.
The milestone is not the product of a single program, but of a steady cultural shift in how employees think, act, and speak up on the plant floor. Through the facilities, safety is increasingly built into the rhythm of daily operations rather than layered on top of them. It is directly tied into the Core Values of the company to put ‘Safety First. Always.’
In Franklin, Indiana, that shift has been especially visible. Rosalyn Hassebrock, Environmental, Health, and Safety Engineer, said employees are more engaged than ever. 
“Employees’ willingness to be involved in safety initiatives and applying what they are learning is a key indicator that the culture is changing,” Hassebrock said. “Employees identify issues from trainings they have taken and are able to fix issues quickly.”
One clear example has been secondary container labeling for chemicals throughout the plant, an initiative that has prompted broader conversations about awareness and ownership.
“Employees feel empowered to bring up safety concerns they see on the floor and start those conversations to get long-term issues fixed quickly,” she said. “Employees also are not afraid to ask questions when new safety equipment is put out on the floor, so they know what it is for and how to use it properly.”
At the Fort Wayne facility, Manufacturing Manager Tyler Reynolds has seen a parallel evolution. Safety is no longer treated as a separate activity from production, but as an integral part of it.
“Safety is now directly involved in daily operations on a shift-by-shift basis rather than treated as a separate activity,” Reynolds said. “PPE matrices and hazard assessments are clearly posted and actively referenced.”
Employees are more willing to pause when something does not feel right, even under production pressure.
“Employees are more willing to stop work, report hazards, and challenge unsafe behaviors,” he said. “There is also greater recognition and feedback when safety goals are achieved.”
Reynolds pointed to consistent accountability as a foundation of the facility’s success.
“Most importantly, accountability is consistent from management to entry-level operators, creating a culture where safety expectations are clear, respected, and enforced,” he said.
Looking ahead, both sites are already planning how to sustain this momentum.
In Franklin, Hassebrock said several initiatives are set to roll out this year, including hazard hunting, an incident-free incentive program, a “Why We Work Safely” campaign, and a year-end safety culture survey to inform plans for 2027 and beyond.
In Fort Wayne, Reynolds is focused on human factors that often contribute to injuries.
“Data shows approximately 75-percent of injuries stem from rushing, bypassing procedures, or taking shortcuts,” he said. “Reinforcing the importance of pausing, taking time to assess risk, will be critical.”
He also emphasized continued focus on communication, 6S ownership, and consistent auditing to prevent complacency and keep safety embedded in everyday decisions.
As these changes take hold across sites, what stands out is how safety has become a shared language rather than a set of rules. Operators, supervisors, and leaders are increasingly aligned in how they talk about risk, responsibility, and care for one another. The improvements in metrics reflect this alignment, but the deeper shift is visible in everyday interactions, in the way teams slow down, speak up, and support each other on the floor.
From a human resources perspective, the milestone reflects a deeper cultural change.
“Achieving our best safety performance in seven years is the result of a cultural transformation, not a single initiative,” said Irina Pasternak, Director of HR for North America. “Our employees are showing greater ownership, stronger communication, and a deeper commitment to one another’s well‑being. This progress reflects who we are becoming as a company, more connected, more accountable, and more intentional about creating a workplace where every person feels responsible for safety.”
The achievement is worth celebrating, but Essex Solutions views it as part of an ongoing journey. For customers, the company’s safety performance signals disciplined, responsible operations. For employees, it means safer workplaces and stronger ownership. And for Essex Solutions, it reinforces that in the demanding world of magnet wire manufacturing, safety and precision can move forward together.
