2025 Theo Award Winner: NFI

NFI operates in one of America’s most dangerous industries. As a transportation and distribution company with 18,000 employees across more than 300 locations, NFI faced persistent challenges with soft-tissue musculoskeletal injuries affecting warehouse workers and drivers.

The company’s lost time claim rate revealed patterns of repetitive motion injuries, sprains and strains that were taking a toll on both employee wellbeing and operational effectiveness.

Paul Abrams, NFI’s SVP Enterprise Health and Safety, knew the company needed innovative solutions.

“We work in one of the three most dangerous industries in America per the National Safety Council. Transportation and distribution is number one in terms of frequency of lost time cases,” Abrams said.

“So typical things you would expect in a trucking and warehousing environment: soft tissue injuries, sprains and strains, typically to the lower back. So we were looking for strategies to implement to help keep our people safer and to reduce some of the inherent risks that are present in our industry.”

Tackling the Problem

NFI’s approach began with strengthening its partnership with insurance broker Connor Strong and Buckelew. Through this relationship, Abrams connected with Joe McGettigan, an ergonomics expert with more than 30 years of experience in injury reduction. McGettigan had developed a proprietary lifting philosophy that emphasized common-sense techniques and practical application.

“We started talking and I really bought into his philosophy because it was so easy to implement and such common sense,” Abrams said.

The initial pilot at NFI’s Minooka, Illinois, transportation site delivered immediate, impressive results. The facility went from nine lost-time injuries in one year down to zero, then just one injury the following year. This success convinced leadership to expand the program and explore cutting-edge technology solutions.

Working with AIG and technology partner Make U Safe, NFI developed a comprehensive approach that combined behavioral safety observations and McGettigan’s lifting philosophy with wearable technology. The company established two types of facilities for comparison: control sites that maintained standard operating procedures, and training and wearable sites that deployed the new technology alongside specific behavioral based safety.

The wearable devices provided real-time alerts when employees made potentially risky body movements. Rather than using this data punitively, NFI created a coaching system where trained supervisors would receive alerts from the wearable  and immediately engage with workers on the floor via behavioral based safety observations.

“We would be able to very quickly after a potential event engage in a dialogue with an employee to reinforce the lifting philosophy that we taught based on the trigger that we got from the wearable saying this person may get hurt,” Abrams said.

The program’s success required significant cultural preparation. NFI had already established a family-oriented atmosphere with strong buy-in from ownership, operational presidents, regional vice presidents, and site managers. This foundation proved crucial when implementing technology that some employees initially viewed with suspicion.

“Transparency,” Abrams said when asked about overcoming employee concerns. “We show them the dashboard, and we’re always prepared for that to happen. We will log in to the dashboard and show the data we receive. 

Added Abrams, “When we map out the facility, I’m not mapping location for an HR office, a restroom, a break room, or a manager’s office. It just triangulates where a potential safety event occurred. We don’t use it for productivity. I don’t care when someone goes to break. We don’t use it for discipline.  It’s solely a leading indicator to prevent a potential injury. We explain it, and we show the employees what we’re using it for.”

Organization: NFI * Location: Camden, N.J. * Number of Employees: 10,000 * Category: Transportation & Logistics

NFI’s safety team took a hands-on approach to building trust. “Even though I’m at the senior VP level, I go on rides with drivers, I help them load trucks, I go into the warehouse, I’ll get into a forklift cage—secured, by the way—and raise up in the rack to figure out the best way to write training,” Abrams said. “We are a very hands-on department. I think that has helped us gain credibility because when we show up, it’s not, ‘Oh no, safety is here.’ It’s, ‘Okay, these folks want to help us.’ ”

Success to Build On

NFI’s innovative approach produced remarkable results, though the path wasn’t immediately straightforward.

In the first year of the trial, control sites decreased injuries by 34% while training and wearable sites unexpectedly doubled their injury rates as employees and leadership adjusted to the new technology. However, by the second year, the training and wearable sites showed significant improvement, and by the third year, they achieved an entire year of productivity without a single lost-time injury claim.

Paul Abrams, SVP Enterprise Health and Safety, NFI

The program’s impact extends beyond injury reduction. NFI now tracks leading indicators through Power BI dashboards updated four times hourly, monitoring behaviors, positive observations, and near misses in real time. The results demonstrate the program’s comprehensive reach across the organization.

“In the month of May, every three and a half minutes, somewhere in the company, an employee engaged in a dialogue with a leader about safety behaviors,” Abrams reported. “Every seven and a half minutes, that dialogue had the potential to stop a SIF event, one that could cause serious injury or fatality. Every 15 minutes during the month of May, an employee was given positive recognition for the safe actions they took.”

The success required careful implementation strategies that other companies can learn from. “I would say you have to socialize it with all levels of the organization,” Abrams said. “Operations has to be on board, human resources has to be on board, and legal has to be on board.” He emphasized starting small with progressive managers and locations that have strong employee relationships.

NFI’s commitment to employee safety reflects its core values and ownership philosophy. The company maintains its family atmosphere despite significant growth, ensuring that safety initiatives align with broader cultural objectives.

“I think the biggest thing is from a company perspective, having ownership buy-in and support is the key for any safety initiative,” Abrams said. “The owners realized we needed to give our employees an environment where they could go home to their families in the same way they walked in the door.” &

 

The Theo Award celebrates its sophomore year, honoring 32 workers’ compensation programs for their excellence and service to workers across the nation. To learn more about the award and amazing qualities each winner possesses, visit here.

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