KnowledgeVine REMEDY Implementation
Case Studies
Two organizations. Two implementations. A detailed look at what the REMEDY process looks like in practice.
Case Study 01
Large Contractor1,500 FTEs · Full Company Implementation
1,500
FTEs
74%
Survey Participation
↓30%
RIR Reduction
↓70%
LCPH Reduction
Background & SGA Findings
Biggest Challenges
- High turnover rate impacting consistency of safety culture
- Size of organization creating communication and accountability gaps
- Elevated injury rates across field operations
SGA Findings
- Employee development & training identified as primary gap — insufficient structured development at the foreman and crew level
- Near-miss reporting culture underdeveloped — events going uncaptured and unlearned from
Leadership Response
- CEO created a personal video message to the workforce to communicate commitment to change
- Executive team assembled a dedicated internal team to actively drive and monitor REMEDY results
Implementation Journey
Initial Results
↓30%
RIR
↓70%
LCPH
The COVID Disruption & Partial Re-Engagement
- COVID interrupted full implementation momentum
- ~2022: Partially re-engaged with online learning only, supported by 2 safety reps
- Most leaders subsequently removed from the system — accountability structure lost
- Performance did not recover; organization placed on probation with their client
HP Reset
- Complete Human Performance reset initiated
- Returned to full classroom leadership training
- In-field foreman mentoring restarted from baseline
Field Performance Data — HP Coaching Results
Observation Summary
397
Observations
73.93%
HP Score
| Observed | Count |
|---|---|
| Excellent – Yes | 905 |
| Satisfactory – Yes | 736 |
| No | 81 |
HP Score by Month
HP Scores by Category
Case Study 02
Mid-Size Contractor~300 FTEs · Full REMEDY Implementation
~300
FTEs
99%
Survey Participation
8→1
Injuries (Q1→Now)
↑
Good Catch Reporting
Background & SGA Findings
Biggest Challenges
- 8 injuries in Q1 — an alarming early-year rate demanding immediate action
SGA Findings
- Employee training & development — insufficient structured HP learning at field level
- No positive reinforcement — recognition culture absent; only reactive feedback present
- Leader presence in the field inconsistent and not purposeful
- Soliciting feedback from employees — top-down culture, workforce not engaged as a resource
Organizational Discovery
- Significant org issue identified with warehouse/repair shop operations
- Perceived mechanic availability problem investigated — determined to be a communication issue, not a resource shortage
Implementation Journey & Results
Implementation Notes
- Delayed field coaching start created a slight early stumble in momentum
- Full REMEDY implementation proceeded after initial delay
Measurable Improvements
- Good catch reporting soared — workforce now actively identifying and surfacing near-misses
- Field crews described a "huge shift" in how they identify hazards and discuss risks before work begins
- Amount of prompting required for HP tools has decreased — behaviors becoming habitual
- Injuries reduced from 8 in Q1 to 1 total
Current Focus
- Program has matured to 2nd-level leader development — coaching moving up the org chart
8→1
Injuries
↑
Good Catches
↓
HP Prompting
Field Performance Data — HP Coaching Results (Last 180 Days)
Observation Summary
49
Observations
44.98%
HP Score
| Observed | Count |
|---|---|
| Satisfactory – Yes | 98 |
| No | 77 |
| Excellent – Yes | 54 |
HP Score by Month
HP Scores by Category