What drew you into the entrepreneurial world?

I’ve been in construction my whole life starting at age 14 or 15. I worked in Lubbock framing apartments and learning all the ins and outs of how not to hurt yourself. Ultimately, after I graduated college, I tried all kinds of different jobs.

I ended up at a company in Grand Prairie, Texas, called Read Plastics. I had to wear a suit and tie and work indoors. We supplied colorant to any company throughout the U.S. that would manufacture a plastic product that had color. One of the companies that we supplied material to was called Sport Court out of Salt Lake City. So, I picked up the phone and gave them a call—fortunately it was family owned back then. They said for $250 they’d send me a [sport court starter] kit. So, I scrambled up $250, sent it on in, and that’s how it got started. That was around 1988, 1989—and I’ve just enjoyed the journey so far.

While sport courts themselves are prolific, construction-wise they are down a pretty niche avenue. Elaborate on the actual construction process of building a court.

It starts with a phone call or a referral. We talk to the family or business briefly about what they’re looking for, how many people will be using the court, what sports they are looking to play, etc. And then we work on setting up a time and a date to go out and meet with the client at their home or business, paying close attention to easements, HOA requirements, permitting, etc. If mother nature isn’t an issue, we can get permitted pretty quickly once we start breaking ground—typically about 45 days or less.

Then we work on design: If it’s outdoors, that means paying attention to the lay of the land, the flow of water, the orientation of the sun at different times of day. Once the design is set, we come in and pour a concrete slab, which sets up for a few days. Then we can start topping it out with the fencing, the lights, the hoops, the surfacing, the tennis net, the shuffleboard lines or other. Then it’s a cleanup, a handshake and years of fun.

All these courts are built custom, in one-foot increments, whether it’s a full-size tennis court or a compact sport court—which allows you to play up to 15 games from roller hockey to basketball to volleyball to pickleball to paddle tennis to badminton and more.

We do a lot of indoor courts, as well. We are seeing a trend of more and more families doing indoor courts, especially in homes up in Minnesota where they have frigid temperatures, or in incredibly hot climates. We actually have a ribbon cutting tomorrow with the Mavs Foundation—we supplied the floor and the sports equipment for the YMCA in Flower Mound.

Do you do work with any multifamily complexes or retail places?

We have an individual in our office who specializes in that area. There’s a huge amount of development going on in North Texas right now with homes, community homes, apartments, etc. We are staying busy every week building commercial pickleball courts, basketball courts, tennis courts.

How has your company grown since you first started?

Early on, it was just me and my dad. Eventually, I met my wife and she came on board and took care of all the stuff that I wasn’t doing properly—I had shoe boxes in our bedroom where I kept all my receipts. She got me organized and started handling the phones, entering in leads and more, and that enabled me to go out and continue to sell and build and so forth. Over the years we went from three people to now 12 employees, so it’s grown a lot. And of course our business seems to keep growing as well.

We want to continue to grow. We are always looking at potential new products and partnerships. Ten years ago, we teamed up with Donnie Nelson of the Dallas Mavericks. He created the PFL, the Professional Futsal League, and we helped promote that league for him and it just slowly keeps growing and growing and growing. And we’ve partnered with FC Dallas, building eight mini-pitch soccer courts for them. We are always looking for ways to grow our business, and a lot of that’s going to have to do with making sure that we know what’s coming down the pike as far as new sports and new equipment and things of that nature.

Talk about your philanthropy efforts—namely the Nonprofit and Corporate Citizenship Award from D CEO magazine—but also where did these efforts originate? Was this always something you wanted to make part of your business plan?

It started probably 25 years ago with the Mavs Foundation. I learned that they would go out once a year and renovate an old basketball court. And I actually saw them doing that in South Dallas 25 years ago. What they were doing back then is taking an old basketball court and then putting a layer of paint on it. But in six months to a year, that paint would either peel or crack or the logos would fade. So, I introduced them to the modular-tile sport court product, and they thankfully said, ‘You know what, let’s try one.’ 25 years later, we’ve completed probably close to 40 courts now with the Mavs Foundation.

Then I became a sponsor of the Texas Legends in Frisco, the NBA G-League team. I did a court for Pat Summerall, the former pro-football player and sports announcer. Then I met Nancy Lieberman, the former pro-basketball player and coach, and she put together a program called Dream Courts, and we built her very first one 17 years ago in Frisco. And now she’s done 150 nationwide, and we’ve done about 50 of those locally.

It just kept blossoming: We did five or six ball-hockey courts for the Dallas Stars Foundation, and we’ve done about eight futsal courts for FC Dallas.

By partnering with these organizations and groups, we’re able to provide that same upper echelon product and design to the lower income communities that normally might just be playing on a painted slab or an asphalt court.

When you go look at an old basketball court that’s been there for 25 years, the rims are faded, they’re broken, the court’s cracked. For an organization to come in and use a high-end product, the before and after pictures are unbelievable. When the local kids who are used to the dilapidated court walk in and see this color—because it comes in 20 different colors—they are just so excited to see what someone’s given back to them.

From there, we got into donating courts to some of these nonprofit groups for their live auctions. The very first one I did was with the Children’s Cancer Fund of Dallas. It just so happened at that first event, Dak Prescott was the highest bidder. So, we built him a pickleball court. Then Dak Prescott’s foundation—Faith. Fight. Finish.—called and said, ‘Hey, will you do that for us?’ So, we have stayed active in that realm.

How do you instill that sense of philanthropy in the people you hire?

When a court’s donated, obviously we have to fund it. And I’m not as young as I used to be, so I tend to ask one of my sales reps. It’s worth their while because every time you build a court, you build a relationship with a family or business and that family or business has relationships with other families or business associates.

Right now, we just finished a court for someone who was the highest bidder at the Cattle Baron’s Ball in Dallas. It turns out we’re actually doing a big basketball court and a little football field in his neighbor’s home, whose best friend and wife are this year’s chair of Make-A-Wish. So, to give the employees and give the sales reps stories to tell is a big part of selling.

Of course, the benefits of getting involved in a lot of these groups and organizations is you often get invited to events, and we make sure that our employees and their family can come to these events, which is always a lot of fun as well.

Let’s talk about the award.

This is the benefit of having a PR firm like The Power Group. One of the things they started doing that I never would’ve thought of doing is to nominate the company for various awards like this one. So, I have to give 100% of the credit to The Power Group in Dallas.

When you received word that you got the award, how did you feel about that?

Well, I felt excited. Finally, I found an avenue where people can educate families and educate the public about what we do. Hopefully there’ll be a family that sees it, and we can help them build something for their kids to grow up with in their own backyard.

We were also just awarded a contract to build seven mini-pitch soccer courts for the North Texas World Cup Committee. So, we’re very excited about that. It’s probably going to be over 40,000 square feet of court surfacing, fencing, soccer goals. I grew up in Arlington, Texas, playing soccer, and one of the courts is going to be right in downtown Arlington, real close to where the games are going to be starting in June. The World Cup coming to DFW is a once-in-a-lifetime thing, but then being awarded that contract is just something else.

SEE ALSO: TRUSTING THE PIPELINE: SUPPORTING EARLY-CAREER CONSTRUCTION TALENT

The post Build a Court, Give a Court: Dallas Business Founder’s Philanthropy and Construction Efforts Culminate in World Cup Spotlight first appeared on Construction Executive.

SEE ALSO: CONSTRUCTION BACKLOG INDICATOR INCHES HIGHER IN DECEMBER, FUELED BY DATA CENTER MOMENTUM

The post Dry Data: Zero-Water Data Center Design first appeared on Construction Executive.

“That was my first lesson in human performance,” Bolt says. “Even the best people can make a mistake, and that mistake shouldn’t cost them their life.”

That tragedy reshaped how he viewed leadership, risk and responsibility. Today, as senior vice president of health, safety, environment and security at S&B, a leading engineering and construction firm based in Houston, Texas, Bolt carries that lesson forward to design systems that expect error, protect people and create space to learn.

VETERAN TO THE CORE

Bolt’s leadership team includes veterans who share his mission-first mindset. S&B’s director of health, safety and environment, Geoff McLean, served in the U.S. Army. Corporate HSE manager Jared Martignoni served in the U.S. Navy. Many others across the team bring the same discipline, integrity and sense of service.

Bolt himself spent 26 years in the United States Marine Corps as a pilot and commanding officer. A mentor recruited him into the engineering and construction sector with a simple message: “We can teach you the technical side. What matters is your character and your leadership.”

He started in S&B’s field safety management, learning on the job. From the beginning, he set a personal standard. If he ended a day without making someone’s job safer or easier, he had failed. That standard still drives him eight years later.

FROM FLIGHT DECK TO FIELD

Martignoni enlisted in the Navy in 2001, reporting for boot camp one day after the anniversary of the 9/11 attacks. He was assigned to the USS Harry S. Truman, an aircraft carrier with 3.5 million gallons of jet fuel onboard at all times. His role in aviation fuels involved receiving, storing, filtering and delivering the fuel safely to the flight deck to power helicopters and jets.

“It was a lot of responsibility for a 19-year-old,” Martignoni said. “If you made a mistake, pilots could take off with dirty fuel, and the result could be catastrophic. It taught me accountability and leadership early on.”

He joined S&B in 2008, initially in the IT department, where he completed his bachelor’s degree while working full-time. In 2015, a mentor encouraged him to move into safety, where he now serves as corporate HSE manager. Today, he oversees multiple large-scale construction projects, supports field teams and leads incident investigations. He also manages corporate reporting for high-severity events, ensuring that shared lessons are applied to strengthen the system.

He credits his military experience with preparing him for high-pressure environments. “In the service, you learn to adapt quickly, solve problems and stay accountable. That translates directly to construction safety.”

His advice for veterans? Understand that nearly every military role has a civilian equivalent in construction or engineering. For employers, he said, “When you hire a veteran, you’re getting adaptability, problem-solving and discipline. They’ll follow through on commitments because, to them, it’s not optional. It has to get done.”

STRONG UNDER PRESSURE

After nearly seven years in the U.S. Army and three combat deployments to Iraq, McLean transitioned straight into the industrial construction industry. “The military teaches you discipline, structure and leadership under pressure, and those traits don’t turn off when you leave,” he said.

He led logistics patrols and managed the movement of critical materials across volatile zones as a non-commissioned officer responsible for convoy logistics and operations. That experience sharpened his ability to lead under extreme conditions, make rapid decisions and take full responsibility for the well-being of his team. Today, as S&B’s director of HSE, he draws on those lessons daily.

McLean urges employers to recognize the value veterans bring beyond technical qualifications. “Veterans know how to be part of something bigger than themselves. They bring grit, accountability and selfless leadership,” he said. “They may not check every box on a resume, but they’ll outwork everyone else and lift the team around them. That’s who you want on your jobsite.”

HOP SPOT

Veterans like Bolt, McLean and Martignoni understand that high-risk environments require systems that anticipate failure and build resilience. That’s why S&B has integrated human and organizational performance (HOP), a safety philosophy that reflects their real-world experience. At its core, HOP recognizes that people are fallible; even the most skilled and disciplined workers will make mistakes. The goal is not to chase perfection, but to design work so that errors don’t become tragedies.

That shift changes everything. Instead of asking “Who is at fault?” when something goes wrong, ask “What in the system allowed this to happen?” By studying context and conditions, the team strengthens the system rather than punishing individuals.

For crews, this approach builds trust. Workers know they can speak up about close calls or challenges without fear of blame. That openness helps teams spot weak points early, adapt to the unexpected and recover without harm. The result is a culture where safety is proactive, not reactive, and where every voice helps make the work safer. One decision shows this philosophy in action. After learning that a peer company lost a worker when a sharp edge cut through a fall-protection lifeline, S&B immediately pulled the same equipment from use and replaced it with a safer system. The decision protected lives and built trust.

Another lesson Bolt learned from the cockpit carries forward: leader response matters. Bolt learned early that people take their cues from the person in charge. In aviation and in construction, uncertainty and pressure are constants. “When things get messy, people watch the leader,” Bolt said. “If you panic, they panic. If you stay calm, they focus.”

That idea lies at the heart of HOP. Leaders set the tone in how the organization reacts to error. A calm, measured response turns mistakes into opportunities to learn and strengthen the system. A reactive or punitive response shuts down trust and hides risk. Bolt’s approach and that of his veteran team keep learning alive and build resilience across projects.

PROTECT AND PERFORM

Construction resembles military operations, including complex environments, high stakes and constant change. Veterans excel in those conditions. They make decisions under pressure, hold themselves accountable and care about the person next to them.

Bolt encourages companies to look beyond resumes. Technical skills can be taught, while judgment, accountability and resilience ingrained in individuals can translate across environments to benefit all.

“Give veterans a chance,” he said. “They’ll do the rest.”

Bolt’s story and those of his team highlight how mission-driven leadership transforms safety from a rulebook into a shared responsibility. At S&B, that mindset is embedded in every project, empowering teams to adapt, speak up and protect one another.

Whether in combat, on the flight deck or on a jobsite, the lesson holds: People matter most, and leadership shapes outcomes.

SEE ALSO: WHY POST-SERVICE VETERANS THRIVE IN THE CONSTRUCTION INDUSTRY

The post Mission First, People Always: Military Veterans Drive Safety Culture in Engineering and Construction first appeared on Construction Executive.

KEY DATA POINTS:

• Prefabricated systems reduce greenhouse emissions, energy use, resource scarcity impacts compared to conventional methods. 
• Prefabricated building cost is approximately 30% less than conventional construction across many metrics. 
• Material costs represent more than 50% of total costs in prefabricated systems. 
• Performance depends heavily on local labor/material/transport costs.
• Prefabrication rate (percentage of prefabrication usage) is a key factor shaping cost reduction. 

SOURCE: “Impacts of Prefabrication in the Building Construction Industry,” MDPI // mdpi.com/2673-8392/3/1/3?

The post Pre-Fabulous: Cost and Environmental Savings With Prefabrication first appeared on Construction Executive.

With wildfires becoming more frequent and intense, the industry’s risk of silica exposure is a pressing concern. Artificial stone has increased this risk due to the higher levels of silica released. Addressing these risks is essential for occupational safety and is critical in environmental, social and governance strategies. By adopting comprehensive ESG solutions, construction firms can protect their workforce, comply with health and safety regulations, and commit to sustainable practices.

Crystalline Silica and Silicosis

Crystalline silica is a mineral found in concrete, brick and sand, as well as in the ash and dust from wildfires. When these materials are disturbed, tiny silica particles can become airborne. Inhaling these particles poses serious health risks, leading to conditions such as lung cancer, chronic obstructive pulmonary disease and silicosis. Consequently, breathing in silica dust after wildfires is a significant health concern that cannot be understated.

Construction workers should know the symptoms of silicosis. Watch for shortness of breath, coughing, fatigue or chest pain. Symptoms should be reported immediately. Early detection and treatment are key to slowing the disease. Practical steps to avoid occupational exposure to silica include the following:

• Wearing respirators correctly
• Using dust-suppression tools
• Reporting hazards to a site supervisor
• Practicing good hygiene (e.g., washing hands often)

Wildfires: A Catalyst for Silica Release

Wildfires and silica are connected because silica dust—predominantly crystalline silica—can be released into the air during and after wildfires. Wildfires churn up soil and construction debris, sending even more silica dust into the air. Smoke plumes can travel far, exposing workers miles away from the actual fire. Even after the fire is out, the danger remains as disturbed soil continues to release silica. It’s essential to extinguish fires by combining them with alkaline ash to manage the situation.

Alkaline Ash: Benefits and Risks

Alkaline ash is a byproduct created during the combustion of organic materials, particularly those that contain high levels of minerals, such as wood, crop residues and other plant matter. Its mineral content and ability to suppress flames can help control fires, especially those difficult to extinguish with water alone. Alkaline ash is also used in various industrial processes, such as the manufacturing of glass and ceramics, in which silica is a key ingredient.

Alkali-Silica Reaction

The alkali-silica reaction is a complex chemical process that occurs when the alkalis in concrete (e.g., sodium, potassium) react with reactive silica found in certain aggregates. This reaction produces a gel-like substance that absorbs water and expands. As this expansion continues, it can lead to significant cracking, warping and other forms of structural damage to the concrete.

ASR and Its Impact on ESG Efforts

ASR is relevant to ESG and sustainability efforts in construction for several reasons:

1. Environmental Impact: ASR can lead to severe structural damage to concrete, resulting in costly repairs and increased carbon emissions.
2. Material Efficiency: Managing ASR facilitates using safer aggregates and recycled materials, reducing waste and ASR risk.
3. Lifecycle Assessment: ASR understanding is essential for evaluating building lifespan and maintenance costs.
4. Social Responsibility: ASR-related damage can pose public safety risks. Ensuring safe and durable concrete structures promotes community wellbeing.
5. Governance and Standards: Addressing ASR is crucial for complying with certain building safety and sustainability codes.

ASR Mitigation Strategies

To mitigate the effects of ASR in construction, firms can adopt several strategies, including:

1. Utilizing alternative materials like fly ash or slag to minimize the risk of alkali-silica reaction
2. Implementing strict testing and quality control to ensure suitable aggregates are selected
3. Promoting sustainable practices (e.g., recycling, waste reduction) to align with ESG goals and enhance construction resilience

OSHA Rules on Silica

The Occupational Safety and Health Administration has regulations established to protect construction workers from silica exposure. The permissible exposure limit is 50 micrograms of respirable crystalline silica per cubic meter of air over an eight-hour workday, while the action level is 25 micrograms per cubic meter. If exposure reaches the action level, employers must take steps to reduce it, such as implementing control methods, providing respirators and offering medical exams.

Hierarchy of Controls

As outlined in OSHA’s silica guidance, the hierarchy of controls is essential for reducing silica exposure among construction workers, especially during wildfire events. With the ultimate goal of eliminating silica sources altogether, this systematic approach helps identify and replace hazardous materials with safer alternatives. These measures protect worker health and safety and align with ESG principles, showcasing a commitment to sustainable practices. Companies can also demonstrate their commitment to minimizing their ecological footprint by focusing on responsible environmental stewardship.

Strategies for Controlling Silica Exposure

1. Engineering Controls: Wet-cutting methods, local exhaust ventilation and enclosed blasting systems should be utilized to minimize dust at the source.
2. Respiratory Protection: When necessary, provide the appropriate respirators, such as N95 masks or full-face respirators, ensuring proper fit and training for practical use.
3. Work Practices: Adopt habits that reduce dust generation, like using water for dust suppression and scheduling work during less dusty times.
4. Worker Training: Provide training to inform workers about silica hazards and how to protect themselves.
5. Medical Surveillance: Conduct regular medical exams, including chest X-rays and pulmonary function tests, to detect lung damage early.

Along with OSHA, other organizations like the National Institute for Occupational Safety and Health offer resources on silica risks and exposure. Occupational health providers can also assist employers with medical screening and surveillance services for better workforce safety and OSHA compliance.

Safeguarding Workers and the Environment

Wildfires greatly affect the construction industry, posing challenges and opportunities. Protecting worker health, particularly from silica exposure, is essential, highlighting the need to adhere to OSHA standards. Employers must assess silica exposure, implement a written control plan, use engineering controls like wet cutting, provide respiratory protection and ensure medical surveillance. Training and documentation of these efforts is crucial, as employers have legal and ethical duties to safeguard their employees.

Additionally, the construction industry has a chance to adopt sustainable practices. Proactively embracing environmentally friendly methods enhances competitiveness and reflects a commitment to the community and the planet.

SEE ALSO: BUILDING RESILIENCY: WITHSTANDING WILDFIRES AND OTHER NATURAL DISASTERS

The post Wildfires, Silica Exposures and ESG-Friendly Solutions first appeared on Construction Executive.

THE CULTURAL ROOTS OF MASCULINITY IN CONSTRUCTION

While construction workers are generally loyal to their trade and exhibit a strong work ethic, many outside of the industry—women, young workers, etc.—perceive the field as man’s work due to its highly physical nature, including operating machinery and lifting heavy materials while working in hazardous conditions. These cultural roots stem from the early labor movements and industrial growth of the 20th century.

During this period, humans revered physical strength as resilience. Those who could work in dangerous, physically demanding conditions reinforced the notion that only the toughest could survive. As a result, many workers have internalized the belief that success in the field stems from the ability to display toughness and avoid showing vulnerability.

This stoicism sets a long list of social expectations that discourage emotional expression, encourage risk-taking and stigmatize asking for help.

According to the U.S. Bureau of Labor Statistics, men make up approximately 89% of the construction workforce. When industries consist of mostly male workers, employees often feel pressured to prove their worth—a pressure that has consequences on individuals’ mental and physical safety in their working environments.

IMPACT ON WORKERS

Mental-Health Consequences

One of toxic masculinity’s most concerning effects is its impact on mental health. In an industry where stigmas of emotional vulnerability are high, workers are less likely to seek help when they need it. This contributes to alarming rates of suicide among male construction workers.

According to recent data, 25 men per 100,000 die by suicide in the U.S., compared to 7.5 women, reflecting a culture which leaves many men isolated in their struggles with mental health.

In addition to societal norms, a lack of mental-health resources might discourage men from seeking help, increasing levels of stress and anxiety and further exacerbating mental and emotional challenges.

Worksite Safety

Beyond mental health, the culture of toughness and self-reliance can have dangerous implications for worksite safety. This culture encourages workers to take risks in high-pressure situations, leading to more accidents and fatalities.

Clear and effective communication of safety guidelines and workers’ understanding of them is one key element of maintaining jobsite knowledge and expectations. Construction projects rely heavily on teams working together to execute tasks safely. However, a culture in which asking for help may be considered a sign of weakness can severely break communication. If workers hesitate to speak up about uncertainties, preferring to act independently, they put themselves and their people at risk.

Workplace bullying is also a common issue in construction, especially for younger workers. A study found that 30% of apprentices reported experiencing bullying, while 20% endured severe harassment. Apprentices who experienced bullying were more likely to report a lack of training and educational support.

This workplace dynamic of harassment and decreased communication leads to misunderstandings and incomplete knowledge of tasks. When communication and education stall, workers’ decreased awareness of hazards and proper safety procedures increases the risk of accidents.

IMPACT ON WOMEN IN CONSTRUCTION

Despite recent efforts to improve diversity in construction, women still represent only 10.8% of this industry’s workforce.

Though the gender pay gap in construction is far less glaring than the average (women in the U.S. earn just 84% of what their male counterparts in the same role make, compared to 96% in construction), a gap exists nonetheless. Part of this inequity is because 47.7% of tradeswomen face discrimination in various parts of their work, including dealing with unsupportive or hostile environments. This discrimination takes many forms, from being overlooked for promotions to being assigned less desirable tasks solely based on the fact that some—but by no means all—men say they feel they cannot work underneath women.

Harassment is another large issue, with 26% of women in construction reporting having experienced workplace harassment. The psychological toll of such treatment has led to four in 10 women stating they have seriously considered leaving the industry.

Roxanne Guerrerio, founder and CEO of KCM Contracting Inc., highlighted these challenges in a recent interview. She remarked on the biggest issue since starting her business in a male-dominated industry: “The most obvious is that men and women who meet a woman in construction, especially in concrete and masonry, have the initial reaction that a woman just can’t possibly be doing that.” Her experience is far from unique, as many women must constantly prove themselves in a field where people often doubt and underestimate them.

The cumulative effect of these issues creates barriers that prevent women from thriving in construction. With meaningful cultural evolutions beginning to turn, the industry is hoping to not only retain talented tradeswomen in their professions but recruit even more.

DISMANTLING TOXIC MASCULINITY

The construction industry is still taking steps to move forward in a healthier, more inclusive way. Here are some actionable steps to fostering positive cultural change:

• Promote emotional intelligence and vulnerability: Create spaces where workers feel comfortable expressing concerns or discussing mental health without fear of judgment.
• Redefine toughness: Shift focus from physical toughness to mental resilience, teamwork and communication. Jobsite managers can do this by speaking up on the importance of seeking help and supporting one another as key elements of strength on the job.
• Incorporate mental-health resources: Provide construction workers with counseling and support groups. Awareness campaigns also reduce the stigma around mental health to encourage workers to take advantage of available support.
• Foster inclusive safety training: Safety protocols should prioritize open communication and collaboration. Utilize safety training to build teamwork and mutual support to dilute individual toughness mentalities.
• Address harassment and discrimination: Establishing zero-tolerance policies for harassment and discrimination will lead to clear expectations of mannerisms on jobsites.
• Lead by example: Managers and supervisors should model vulnerability, encourage open dialogue and support their teams in addressing toxic behaviors. They should also set the tone by actively promoting inclusion and emotional intellect.

BUILDING A HEALITHIER FUTURE FOR ALL

While masculinity has historically shaped the construction industry, some elements of that history are proving toxic today, but the industry has the opportunity to foster real change. Construction leaders and construction workers can come together to break down harmful cultural norms and prioritize inclusivity and safety. By doing so, the industry can become a space where everyone feels valued and empowered.

SEE ALSO: CREATING EASY ACCESS TO COMPANY MENTAL-HEALTH SERVICES

The post Evaluating the Effect of Historic Masculinity on the Construction Industry’s Future first appeared on Construction Executive.

On Sept. 18, White House leadership convened a roundtable discussion, “Recovery in the Workplace: Investing to Build the Workforce of Tomorrow,” which brought together more than a dozen leading corporations, business groups and government leaders at the White House in Washington, D.C., to highlight the importance of recovery-ready and recovery-friendly workplaces and share best practices.

Greg Sizemore, ABC vice president of health, safety, environment and workforce development, discussed ABC’s Total Human Health Initiative at the White House Office of National Drug Control Policy’s National Recovery Month Roundtable. At the roundtable, ABC committed to a Recovery Friendly Workplace Certification, exploring incorporating it into ABC’s industry-leading STEP Safety Management System® and encouraging its 67 chapters and more than 23,000 member companies to also become certified as recovery-friendly workplaces.

“The construction industry has long been influenced by the outdated mentality that workers should simply ‘suck it up,’ creating a barrier for employees to discuss personal challenges while on the job,” said Sizemore. “To overcome this, we must shift our mindset and foster a caring culture that promotes not only a safe but also a healthy workplace.”

For more information on ABC’s Total Human Health initiative, visit abc.org/Safety/Total-Human-Health.

TOOLS OF THE TRADE

DEWALT recently named The National Center for Construction Education and Research as the latest recipient of its Grow the Trades Grant program. NCCER provides career and technical education programs and industry-recognized credentials to students through the High School Builder Program.

DEWALT’s Grow the Trades Grants aim to help close the skilled-labor gap by supporting nonprofit organizations that are skilling, reskilling and upskilling tradespeople. Each year, the program awards funding and tool donations as part of a larger $30-million commitment over five years to close the skilled-trades gap. NCCER was selected as one of 166 organizations that are providing greater accessibility and resources for trades training.

“We know that careers in construction can change lives. Not every school has the resources to start a career and technical education program. Through this contribution from DEWALT, and in partnership with other donors to the High School Builder Program, NCCER is helping remove the financial barrier to implementing craft training for high-school students,” said Boyd Worsham, NCCER President and CEO. “Following this program, students will be able to continue their education and/or join the workforce and fully hone their skills in the construction industry.”

To learn more about the DEWALT Grow the Trades Grant, recipients and updates for the upcoming application period, visit dewalt.com/growthetrades.

The post News Briefs: November 2024 first appeared on Construction Executive.

A robust safety culture offers numerous advantages to an organization. Firstly, it significantly reduces workplace accidents and injuries, leading to lower healthcare and insurance costs. This not only safeguards employees’ wellbeing but also enhances operational efficiency and productivity. When employees feel secure, they tend to be more engaged and motivated, fostering higher morale and job satisfaction.

Organizations that prioritize safety also enhance their reputation, attracting top talent and retaining existing employees. Prospective employees seek workplaces that genuinely care about their welfare. Moreover, a strong safety record distinguishes a company in a competitive market, building trust and loyalty among customers and stakeholders

Adhering to safety regulations isn’t just about meeting legal obligations—it’s integral to cultivating a safety culture. Regulatory bodies establish guidelines to ensure workplace safety, and compliance helps organizations avoid legal penalties and reputational damage. Going beyond compliance to adopt a proactive safety approach demonstrates a deeper commitment to employee welfare. This can include regular safety training and audits, implementing advanced safety technologies and fostering a culture of continuous improvement and innovation.

The impact of a robust safety culture extends beyond the workplace, affecting the lives of employees’ families. A safe working environment not only benefits employees but also positively influences their loved ones. When employees feel protected at work, it reduces stress and anxiety that might affect their personal lives. This trust in the organization creates a supportive atmosphere at home, where family members worry less about workplace hazards.

Moreover, when employees learn about safety protocols at work, they often apply this knowledge at home, promoting a healthier lifestyle for their families. For example, understanding ergonomic principles at work can lead to better home office setups, reducing the risk of health issues for family members.

Prioritizing safety also contributes to a healthy work-life balance for employees. By preventing accidents and health issues, organizations enable employees to maintain consistency at home, fostering strong family relationships and fulfilling personal responsibilities. Policies like flexible working hours and remote work options further support this balance, enhancing employees’ overall satisfaction and wellbeing.

A commitment to safety resonates beyond the workplace, impacting the broader community. Companies that prioritize safety contribute to community wellbeing and establish meaningful partnerships with local organizations. By raising public awareness about safety practices, they enhance corporate social responsibility and promote a safer environment for everyone.

Building a safety culture isn’t just a regulatory requirement—it’s a moral imperative that extends benefits to employees’ families and the community. By embedding safety into core values, organizations cultivate responsibility and commitment, benefiting employees’ personal lives and overall quality of life.

Fostering a safety culture is an investment in employees, their families and the community. By integrating safety into organizational DNA, companies ensure a secure, healthy and harmonious future for all stakeholders. This commitment leaves a lasting legacy of care and responsibility, extending positive impacts far beyond the workplace.

The post How Safety Culture Can Cause a Ripple Effect From Construction Company to Broader Community first appeared on Construction Executive.

However, it’s not enough to implement a supplier diversity program: It’s about actively creating opportunities for these businesses to thrive and succeed. According to a study by Oliver Wyman, 85% of companies in the United States have dedicated supplier-diversity programs, but only 59% of those with a program report supplier-diversity spending. While implementing a supplier-diversity program is the first step, the real impact comes from investing in and supporting diverse businesses. In the construction industry, a broader array of suppliers fosters competitive bidding, which can lead to higher-quality outputs and services. This healthy competition benefits the industry by driving economic growth and improving standards.

Below are some other impactful ways industry leaders can further build upon their supplier-diversity programs.

ASSESS AND RESEARCH

Firms that want to build out a supplier-diversity program should start by evaluating their current suppliers to determine if they are partnering with diverse companies. During this process, you should identify areas where diversity is lacking and where opportunities exist to diversify.

In addition to assessing current suppliers, businesses should perform research around companies that align with their diversity goals and gather data on potential suppliers. This can involve looking into the certifications of diverse suppliers, understanding the markets they serve and evaluating their capacity to meet organizational needs. Engaging with industry groups focused on supplier diversity and attending trade fairs and industry events dedicated to minority-owned businesses are practical steps toward expanding a supplier network.

PROMOTE SUPPLIER DIVERSITY

Employee and customer buy-in are crucial for the success of a supplier-diversity program. Businesses can start by educating employees about the significance of supplier diversity and how it aligns with the company’s values and objectives. This can be done through training sessions, internal communications and inclusion in the onboarding process. By fostering a culture of diversity and inclusion within the organization, employees are more likely to support and champion supplier-diversity initiatives.

For customers, showcasing stories of how diverse suppliers have contributed to the value chain can reinforce the positive impact.

Ultimately, creating platforms where feedback from both employees and customers is encouraged can lead to improvements in an organization’s diversity programs and help maintain alignment with organizational values and market expectations.

SET GOALS

To truly establish and achieve meaningful supplier-diversity goals, it is crucial to use a multi-faceted approach. Use the SMART method (specific, measurable, achievable, relevant, time-bound) to set reasonable goals that align with broader diversity and inclusion initiatives. This could include specific targets for the percentage of procurement spend allocated to diverse suppliers, the number of diverse suppliers in the supply chain, or the expansion of partnerships with underrepresented business owners.

In addition to setting goals, use technology to measure goals and monitor progress across the organization. Identifying industry benchmarks against peers and competitors can help set realistic standards. It’s important to evaluate and adjust supplier diversity goals based on performance, organizational priorities and market dynamics. Flexibility and responsiveness are paramount as the industry shifts. 

BUILD FOR THE LONG TERM

Lastly, foster strong, long-term relationships with suppliers based on mutual trust, respect and collaboration. Successful programs are built upon effective communication; establish these open lines of communication from the start. Encourage regular dialogue to discuss shared goals, expectations and challenges while building upon a collaborative partnership approach. Supplier relationships thrive when there is opportunity for strategic collaboration and cooperative innovation. Lastly, identify and recognize the contributions and showcase the successes that stem from a diverse supplier relationship.

Diverse supplier programs reach far beyond ESG efforts and regulations. By actively seeking out and fostering relationships with diverse suppliers, companies not only enhance their competitiveness but also contribute to economic inclusivity, reflecting a true commitment to building a more equitable industry.

The post Diverse Supply Chains Drive Innovation and Inclusion first appeared on Construction Executive.

One construction industry company is hoping to spread some happiness this summer to those struggling with military-related loss. Packaging and Crating Technologies (PACT), a family-owned carboard-container manufacturing company based in Watertown, Connecticut, will host its second annual Military Hero Program to benefit the Tunnel to Towers Foundation.

REMEMBERING A HERO

Tunnels to Towers was founded to recognize the valiant life of New York City firefighter Stephen Gerard Siller, who was assigned to Brooklyn’s Squad 1 and had just finished his shift on Sept. 11, 2001, when he got word over his scanner of a plane hitting the North Tower of the World Trade Center. He drove his truck to the entrance of the Brooklyn Battery Tunnel, but it had already been closed for security purposes.

Determined to carry out his duty, Siller strapped 60 pounds of gear to his back and raced on foot through the tunnel to the Twin Towers, where he gave up his life while saving others. He had everything to live for: a great wife, five wonderful children, a devoted extended family and friends.

To date, Tunnels to Towers has provided more than 600 mortgage-free homes for Gold Star and fallen first-responder families, including specially adapted smart homes for catastrophically injured veterans and first responders. More than 500,000 participants have supported the organization’s 80-plus national walk, run and climb fundraisers.

PACT TO GIVE BACK

Since its inception in 2005, PACT has developed strong ties to all branches of the armed forces—a key industry sector that utilizes the company’s packaging containers to support service personnel who are continually moving to and from posts around the world. From May 1 to July 4, the company will donate 1% of sales proceeds from its entire line of moving and storage crates to Tunnels to Towers, and hopes to exceed last year’s $7,200 fundraising amount.

In addition to its involvement with Tunnels to Towers and its close work with the U.S. military, PACT is a preferred vendor for the U.S. Department of Defense and has been awarded a special permit from the U.S. Department of Transportation for the shipping of lithium-ion batteries, as well as passed the proposed SAE-G-27 test standard.

The post How One Manufacturing Company Is Helping First Responders This Memorial Day first appeared on Construction Executive.