That doesn’t mean supervisors need to be counselors or clinicians. It means teaching them to communicate with empathy, recognizing barriers to recovery and helping employees stay connected throughout the healing process.

Many construction employers are already making worker safety a greater priority. A 2026 survey of U.S. executives found that 83% plan to increase investments in worker safety this year. Training supervisors to support employees through every stage of recovery is a natural extension of those efforts—and one that recognizes successful recovery depends on supporting the whole person.

Recognize What Whole-Person Recovery Looks Like

One of the most important lessons supervisors and managers can learn is that recovery involves more than healing from physical injury. Supporting employees throughout recovery means recognizing factors can influence whether an employee is ready to return to work. Many of those factors extend beyond just a medical diagnosis. The traditional view of workers’ compensation often focuses on physical injury. Has the employee had surgery? Are they attending therapy appointments? What restrictions are in place? Those questions are important, but they don’t tell the whole story.

An employee recovering from a back injury may worry about whether co-workers resent having to cover their responsibilities. Someone returning after a fall may fear getting hurt again. Another employee may struggle with the financial implications of missing work, concerns about job security or the emotional and physical demands of rehabilitation. These factors can affect motivation, engagement and confidence throughout recovery, even when the injury itself is healing as expected.

Helping managers recognize these whole-person challenges doesn’t mean asking them to become counselors or medical professionals. It means equipping them to respond with empathy, maintain open communication and connect employees with appropriate resources when needed.

That support benefits both employees and employers. Workers who feel heard are more likely to stay connected to their workplace, remain engaged in recovery and return to work with greater confidence. Maintaining that trust may also reduce misunderstandings and frustration that sometimes can lead to workers’ compensation disputes or litigation.

Teach Supervisors How to Communicate Effectively

Interactions with supervisors significantly shape injured workers’ perception of the recovery process. Unfortunately, managers are rarely trained for these conversations. Without guidance, even well-intentioned questions such as, “When are you coming back?” can inadvertently increase stress or create pressure. When employers communicate you can positively impact the injured worker. A different approach can foster trust and maintain connection. Supporting the whole person starts with conversations that acknowledge the employee’s experiences and concerns—not just their medical restrictions.

Encourage supervisors to check in regularly and ask open-ended questions that demonstrate genuine concern. Examples include:

• How are you doing overall?
• What concerns do you have about returning to work?
• Is there anything about the recovery process that’s been particularly challenging?
• What questions do you have about what to expect moving forward?
• How can we support you during this transition?

What matters most in these conversations is consistency and authenticity.

Maintaining regular contact reinforces the employee is a valued member of the team. That sense of belonging may reduce feelings of isolation during an extended absence and help employees stay engaged throughout recovery.

Help Employees Navigate the Process

Recovery can become more difficult when employees are unsure about what comes next. Questions about appointments, paperwork, wage replacement and return-to-work expectations can add unnecessary stress during an already challenging time.

Training HR professionals and frontline leaders to explain the process clearly can alleviate some of that anxiety. Employees should have a clear understanding of what steps come next, who they can contact for questions and resource information available throughout recovery. Even simple explanations about modified-duty opportunities or anticipated timelines can help injured workers feel more informed, supported and confident about returning to work.

Partner With Insurers Early

Supporting the whole person may require resources that extend beyond medical treatment alone. This is where a good relationship with your workers’ compensation insurer is important—your company doesn’t have to navigate this alone. Workers’ compensation insurers can provide services that help address barriers to recovery while supporting successful outcomes. Employers should understand what services their insurer offers and how employees can access them promptly. Sentry, for example, uses data analytics to identify psychosocial factors that may complicate recovery. These factors can include fear of reinjury, prolonged pain concerns or other challenges that warrant additional support.

Early intervention may involve connecting employees with counseling resources, specialized pain management approaches or clinical programs tailored to their individual recovery needs. In some cases, innovative therapies such as virtual-reality-based treatment may complement more traditional recovery methods.

The objective is to help injured workers receive the right support at the right time so they can recover with confidence and successfully return to work.

Prepare Leaders to Support Return-to-Work Efforts

Returning to work is often viewed as the end of recovery. In reality, it’s another important phase of the process—and one that reflects how well employees have been supported throughout their journey. Construction employers can prepare supervisors to facilitate successful transitions back to the jobsite by developing clear return-to-work procedures and identifying opportunities for modified duties when appropriate.

Temporary adjustments may allow employees to contribute productively while continuing to heal. Just as importantly, returning to work can restore routine, rebuild confidence and reconnect employees with colleagues.

Training should address practical considerations such as understanding work restrictions, monitoring progress and maintaining communication throughout the transition period. It should also emphasize flexibility. Recovery trajectories differ from one employee to another, and supervisors may need to adapt accordingly.

Supporting employees through this stage reinforces that the organization values both their contributions and their long-term wellbeing.

A Shared Responsibility

Construction companies have long recognized the importance of training employees on injury prevention training. Preparing leaders to support employees after an injury deserves the same level of attention.

Helping injured employees return to work begins with recognizing that recovery is about more than healing a physical injury. Supervisors, project leaders and HR professionals all play a vital role in helping employees navigate recovery and return to work with confidence.

Leaders equipped to support the whole person can improve return-to-work outcomes, strengthen employee trust and reinforce the kind of workplace where people feel valued before, during and after an injury.

SEE ALSO: ONLY 20% OF CONSTRUCTION WORKERS REPORT INJURIES LINKED TO MENTAL DISTRESS

The post How Construction Leaders Can Train Supervisors to Support Sustained Recovery of Injured Workers first appeared on Construction Executive.

This unique dynamic creates an environment where construction activities are happening adjacent to sensitive testing and treatment, a complex setting where disruptions can have serious consequences. Skanska continues to successfully navigate these challenges across multiple sectors, including from occupied lab space at the North Carolina Department of Environmental Quality’s (NCDEQ) Reedy Creek Laboratory in Raleigh to hospital corridors alongside staff and patients in various hospital locations across the country.

While laboratories and hospitals are inherently different, the approach behind renovating these facilities without disrupting regular operations is quite similar. The secret sauce: strong communication with the customer, alongside careful planning and strategic scheduling that keep disturbances to an absolute minimum.

Construction in Phases

Splitting construction into phases is critical: It allows upgrades to be carried out in predetermined spaces, while maintaining the majority of the customer’s standard operations. This strategy is implemented with a detailed schedule that establishes the framework for the duration of critical activities in each specific phase, guaranteeing the customer is informed about every step in the process. Each phase is sequenced deliberately and intentionally, such that work generating the most noise, dust or disruption is clustered together and scheduled when it will have the least impact on surrounding operations, so that no single moment in the project catches the customer off guard.

Navigating Disruptions

While assembling a thoughtfully crafted plan to renovate an active facility is difficult in itself, the real challenge begins when crews step into the occupied space to start construction activities. Isolating the activities with barriers  is crucial to maintaining operations and reducing the impact of noise and vibrations.

Skanska has extensive experience working within active hospitals nationwide. Protecting patients, staff and ongoing operations is always a priority. Construction activity is carefully isolated from treatment rooms, laboratories and corridors through temporary partition walls and negative air pressure environments that keep dust and debris within the construction zone. This is instrumental for patients to receive uninterrupted treatment and testing progresses as usual.

At NCDEQ, the firm utilized vibration monitors on sensitive equipment to ensure construction activities had no adverse effects. In addition, while noisier actions and complex electrical work were completed on weekends or outside of typical working hours.

Maintaining Critical Infrastructure and Technical Systems

Occupied facility renovations demand meticulous attention to air quality, power continuity and specialized infrastructure. Air quality is particularly crucial in healthcare facilities and laboratories, where airborne contaminants from construction could compromise patient health or experimental integrity. In instances such as this, advanced filtration systems and carefully sealed containment barriers can be used to ensure particulates and fumes stay confined to construction areas—a standard that goes beyond typical jobsite practice.

While air quality is a major concern, the presence of construction chemicals in a laboratory space pose a similar threat to ongoing research. Skanska held extensive discussions with the NCDEQ to identify and review the chemical makeup of proposed construction materials, verifying these chemicals would not impact ongoing testing. Knowing exactly what compounds were present in the lab determined which adhesives, coatings and construction materials could safely be used in proximity to active research.

Maintaining power during construction is perhaps the most important when working on an occupied facility. Healthcare and research facilities depend on uninterrupted electrical service for everything from life-support equipment in hospitals to climate-controlled sample storage in laboratories. While upgrading electrical systems at NCDEQ, Skanska used temporary panels, circuits and mechanical connections to sustain power for lab technicians as work progressed, ensuring that at no point during the electrical upgrade did researchers lose power to the equipment they depended on.

In addition to electrical upgrades, Skanska’s work at operating facilities throughout the country include the replacement of the entire mechanical, electrical and plumbing infrastructure; these sophisticated overhauls require careful tracing of the existing MEP systems to confirm there is no interference while preserving service throughout the facility’s active and occupied spaces.

Keeping Crews and Occupants Safe

The importance of safe construction practices is always paramount; however, safety is further heightened when working in active facilities. The construction site is no longer an isolated zone but a shared space where construction workers, facility staff, patients or researchers may all be present simultaneously. Managing that reality means more than posting signage—it requires construction teams and facility staff to operate as a single coordinated unit, with clear protocols for who goes where, when and why. Comprehensive safety measures include creating clearly marked construction zones, establishing controlled access points and exits, implementing strict material handling procedures and maintaining constant communication between construction teams and facility management.

Building For Tomorrow, Operating Today

Renovating active healthcare and laboratory facilities is entirely achievable with the right combination of strategic planning, technical expertise, and collaborative communication. Skanska has proven that success relies on a phased construction approach, rigorous safety protocols, earned trust and a commitment to minimizing disruption to the essential operations within these spaces.

The work performed at NCDEQ and various research and hospital locations throughout the country doesn’t just provide modernized facilities, it demonstrates that with enough planning, transparency and technical discipline, construction and critical customer operations can share the same space without either one giving ground. As the demand for modernized healthcare and research infrastructure continues to grow, projects like these will serve as a blueprint for how the construction industry can address that need without completely shutting down critical operations.

SEE ALSO: INSIDE CONSTRUCTION’S HIGHEST-PERFORMING PROJECTS

The post Building the Research and Healthcare Facilities of Tomorrow Without Impacting the Progress of Today first appeared on Construction Executive.

This evolution reflects a broader shift toward proactive, human-centered safety strategies. Rather than responding to incidents after they occur, organizations are focusing on how safety is experienced on the jobsite. Equipment choices, jobsite conditions and worker behavior all intersect to influence whether protective measures are adopted consistently and willingly. In this context, personal protective equipment plays a critical role—not just as a requirement, but as a reflection of safety culture in practice.

PPE Adoption as a Measure of Safety Culture

Personal protective equipment has long been viewed as the final line of defense against jobsite hazards. That role remains unchanged, but the way PPE is selected, designed and worn is evolving. Today, comfort, fit and usability are increasingly recognized as essential drivers of consistent PPE use.

When protective equipment is uncomfortable, restrictive or poorly suited to the task, compliance becomes inconsistent—regardless of policy. Conversely, PPE that is designed with the user in mind is more likely to be worn correctly and consistently. For construction leaders, this shift reframes PPE adoption as a cultural indicator: It reflects whether safety expectations align with the realities of the jobsite.

Advances in materials, ergonomic design and adjustability have improved how PPE supports extended wear, particularly for head and eye protection. Equipment that reduces pressure points, improves balance or enhances visibility helps remove barriers to adoption. These improvements reinforce the idea that safety is not about enforcement alone, but about enabling workers to protect themselves without compromising comfort or productivity.

The Role of Worker Input in Safety Outcomes

A strong safety culture is built on trust and engagement. One of the most effective ways to reinforce that culture is by incorporating worker feedback into safety decisions. Trades professionals are uniquely positioned to identify what works—and what doesn’t—under real jobsite conditions.

By listening to worker input, organizations gain insight into how PPE fits into daily workflows, how long it is worn, and where challenges arise. This feedback can inform equipment selection, training approaches and broader safety initiatives. When workers see their experiences reflected in safety decisions, it strengthens buy‑in and reinforces shared accountability.

Research-driven approaches, including studies of movement, fatigue and physical strain, further support this process. Understanding how the body responds to work demands helps inform designs that reduce discomfort and long-term injury risk. For leadership teams, these insights connect safety culture directly to workforce health, retention and performance over time.

Integrating PPE Into a Broader Safety System

PPE does not exist in isolation. Its effectiveness is shaped by how it integrates with tools, jobsite conditions and daily operations. Leaders who view safety as a connected system recognize that consistent PPE use is reinforced through planning, communication and example—not policy alone.

This systems-based approach includes selecting equipment that aligns with jobsite conditions, ensuring training reflects real-world use and reinforcing expectations through leadership behavior. When safety considerations are embedded into routine decisions, PPE becomes a natural part of the workflow rather than an added burden.

Environmental factors also play a role. Improvements in lighting, air quality and noise reduction contribute to safer conditions and influence how protective equipment is experienced throughout the day. Addressing these factors holistically supports better adoption and more reliable protection.

Safety Culture as a Leadership Imperative

Ultimately, safety culture is shaped from the top down and reinforced every day in the field. Leaders set the tone through the priorities they communicate, the equipment they invest in and the voices they choose to include in safety conversations. When leaders consistently demonstrate that they care about employee wellbeing, not just productivity or compliance, it reinforces trust and signals that safety is a shared value. That commitment becomes tangible in the choices organizations make.

When PPE is comfortable, usable and informed by worker input, it signals respect for the workforce and a genuine commitment to safety. Over time, these choices help build a culture where protection is expected, supported and sustained—not because it is required, but because it works.

As construction organizations continue to navigate workforce challenges and evolving jobsite demands, those that treat safety culture as a strategic priority will be better positioned to protect their teams, strengthen trust, and support long-term performance.

SEE ALSO: ADOPTING A LEADERSHIP-BASED APPROACH TO WORK ZONE SAFETY

The post Advancing Jobsite Safety Through Culture, Comfort and Worker Engagement first appeared on Construction Executive.

Worker fatigue isn’t just feeling tired. It’s the physical and mental strain often caused by long shifts, overtime, heat, repetitive tasks and inadequate recovery time that can raise injury risks due to:

• Slower reaction times 
• Decreased situational awareness 
• Impaired judgment

National safety and health agencies have conducted studies highlighting the urgency of this topic. One report found that nearly one in four construction workers regularly exceeds 40 work hours per week. Another revealed how physical fatigue can impair construction workers’ situational awareness. Wearable sensor data indicated a 12% drop in their hazard recognition and a 28% decline in safety risk assessment.

For an industry that employs one of the nation’s largest workforce segments and routinely delivers complex, high-cost, long-term projects, these statistics reveal a clear and persistent vulnerability. Fatigue is not simply an individual worker issue; it is an organizational risk that can drive OSHA recordable incidents, undermine project outcomes and diminish competitive standing.

Fatigued workers may overlook critical safety protocols or misjudge distances and loads, leading to accidents that could affect both their personal safety and that of their coworkers. Efficiency can also take a hit, as mistakes made by tired workers can drive costly rework, wasted labor and materials, schedule delays and budget overruns. And when contractors bid for work, their safety records are under the microscope; injuries tied to fatigue could cost job opportunities.

Managing Fatigue Proactively

Fatigue doesn’t happen by accident and it shouldn’t be managed reactively. It requires a proactive approach that involves implementing preemptive measures, such as robust worksite preventive health programming, into daily operations. This may require examining external factors that can contribute to worker fatigue, such as commute times, environmental conditions (e.g., extreme heat) and work schedules.

But fatigue isn’t just about long hours or extreme weather conditions. It’s also about physical capacity versus job demand. It’s hard to manage unknown fatigue risks. A pre-employment physical can help identify health factors that may contribute to fatigue. Often called a preplacement physical, this exam can help determine whether a candidate can safely perform the physical functions of a given role. This assessment isn’t designed to rule out candidates. It focuses on alignment—not exclusion—to confirm that the role matches the candidate’s capabilities.

Applying Worksite Intervention

Structured injury prevention programs can make a real difference at busy worksites. A firm managing a high-profile construction project might employ onsite occupational health professionals, such as athletic trainers, to help manage fatigue before injuries occur. Their duties may include:

• Conducting ergonomic assessments to remove inefficiencies and boost productivity 
• Coaching proper body mechanics and safe material handling to reduce strain 
• Leading preshift warmups to improve flexibility and comfort

An onsite occupational health model could feature other medical professionals (e.g., physicians, registered nurses) for first aid and routine health services, enabling workers to be treated for minor conditions and return to work promptly—helping projects remain on track and preventing further injury.

Delivering Targeted Care

Episodic health services provide flexible, targeted support for organizations that don’t need a permanent onsite health staff but want expert coverage for seasonal or project-specific risks. These health services can be offered at worksites on a one-time or recurring basis to address specific occupational illnesses and injuries. For example, organizing worksite flu vaccinations is a simple way contractors can curb the spread of a respiratory illness that can drive absenteeism and disrupt daily operations. Employers that take steps to limit flu spread have a better chance at maintaining stable staffing and reducing the need for overtime, which can ease workload pressures and prevent fatigue.

Measuring Impact and Demonstrating Value

An effective fatigue management strategy can drive meaningful gains in safety, performance, and employee wellbeing. Avoiding a single fatigue-related incident can easily justify the investment. Measurable outcomes can include:

• Injury Rates: Track recordable injuries and near-misses before and after plan implementation.
• Cost and Duration of Cases: Assess the speed and expense of work injury resolutions in specialized versus general care.
• Lost Workdays: Monitor reductions in days off and modified duty through improved prevention and quicker recoveries.
• Productivity: Analyze schedule adherence and rework rates to identify reductions in fatigue-related errors.
• Bid Competitiveness: Evaluate win rates on safety-sensitive projects linked to enhanced safety metrics.

Turning Insights Into Action 

A good first step in managing worker fatigue would be partnering with an occupational health provider. These medical professionals offer more than injury care. Occupational health experts can turn everyday injury data and real working conditions into a focused fatigue management strategy. By looking beyond individual cases to the patterns behind them, they can pinpoint where fatigue is increasing risk and recommend strategies that include:

• Analyzing injury and near-miss data for fatigue‑related patterns 
• Reviewing schedules and overtime to flag high‑risk rotations 
• Surveying workers and screening for sleep and fatigue issues 
• Evaluating high‑demand jobs where fatigue most threatens safety 
• Adding fatigue-related questions to injury evaluations to sharpen prevention

Reframing Fatigue Management as a Strategic Advantage

Fatigue management should be a core element of a risk mitigation strategy, not a sideline wellness initiative. Worker fatigue can impact safety performance, operational efficiency and financial outcomes. In an industry where safety records are scrutinized and margins hinge on precision, contractors that integrate a fatigue management strategy into their daily operations and workplace safety program are better positioned to protect their crews, strengthen their industry reputation and remain competitive.

SEE ALSO: A HEAD OF THE GAME: NAVIGATING TRAUMATIC BRAIN INJURIES IN CONSTRUCTION

The post Worker Fatigue: The Overlooked Hazard Driving Injuries and Rework first appeared on Construction Executive.

When people are apprehensive about speaking up, little mistakes can go unaddressed. Workers who are stressed out, overloaded and over-tired don’t have the capacity to spend the energy and time to do what they know would be right to fix—or prevent—those little mistakes.

Equipment, technology and OSHA rules abound to foster safety. Yet, these tools only work if workers can engage them. To do so, requires a down-regulated nervous system and emotional safety. Humans in general are much more aware, capable and present when rested, well-trained and supported.

TRAIN THE BRAIN

Nervous system and emotional regulation is a skill that starts with internal regulation. Somatic (physiological) awareness, is identifying what your body is experiencing and learning what to do with that feeling; not control it, not deny it, not suppress it, but work with it, allowing your capacity for information, stimuli and action to remain uncompromised.

Emotional and psychological safety on site is a performance variable, not a soft quality. Typically, people on a construction site are trained to be strong and self-reliant. Unfortunately, that often gets interpreted as pushing through stress and holding back emotions rather than speaking up. Constant holding back creates chronic physiological stress (allostatic load), which only continues to decrease the body’s window of tolerance.

If workers are uncertain about a job change, a deadline or a personal issue, they’re less likely to voice concerns when they see a hazard. Even if only unconsciously, much of their resources are focused—often in solitude—on personal issues. Holding onto old stress prompts a decrease in the capacity to handle new stress, like a jobsite safety issue.

Under the pressure of background stress combined with presenting stress, a good worker collapses into the default survival or coping mechanism. Extraneous behaviors and responsibilities fall by the wayside.

The strongest safety tool people have is the ability to speak up, and they’re more likely to do that when they feel psychologically safe and physiologically resourced. Being psychologically safe means being in an environment where workers feel trusted, not judged and generally heard. Being physiologically resourced means having the capacity to handle more stimuli without being overloaded or stressed.

SURVIVE AND ADVANCE

The stress state, at least on a physiological level, is the same as a survival state. In a survival state, the body orients toward threat, real or imagined, because the brain is hardwired to survive before anything else. This means less awareness and less concern about what subjectively feels unimportant. Yet that may just be what is objectively important on a jobsite: a particularly part, for example, vulnerable to falling off and prompting a serious safety issue.

If a worker feels either physiologically or emotionally unsafe, they are less likely to speak up or take proper action. A safety culture must explicitly protect honest signals, not just outcomes. Construction culture must allow the person in question to take the risk of saying something that might not be correct or culturally accepted, such as pointing out that an activity is not safe.

To shift this part of safety culture means shifting the appreciation toward taking emotional risks to pursue safety behavior and speaking up. It means modeling and rewarding actions that would traditionally not be honored, and having the community not only verbally agree but really feel the value of these risks.

Often, that value is felt when people start to share the feelings they’ve held and show how much they really care about others: They care about their own and others’ safety, and they recognize how difficult it can be to speak up, to slow something down or to take a different course of action.

Traditional safety programs assume people will consistently signal risk. In reality, it’s the capacity of each person and the collective emotional safety of the space that determines the success of any safety program. Buying more safety equipment and establishing more rules will often not improve your safety record, whereas changing the culture and the physiological capacity will.

SEE ALSO:  FIVE WAYS TO INTEGRATE MENTAL HEALTH INTO CONSTRUCTION SAFETY PROTOCOLS

The post Improve Somatic Awareness to Increase Construction Workforce Safety first appeared on Construction Executive.

Mental health, however, remains largely outside of the safety system. 

This poses a safety risk because mental health conditions are associated with measurable impacts on attention, judgment, communication and risk tolerance. Fatigue, distraction and elevated stress increase the likelihood of safety-related incidents—especially in construction, where work is performed in dynamic, high-risk environments that rely on sustained attention, clear communication and sound judgment. 

Here are five practical ways construction leaders can incorporate mental health into existing safety protocols without creating parallel programs or adding unnecessary complexity. 

1. Treat Mental Health as a Job Hazard, Not a Personal Matter 

Construction safety already accounts for conditions that increase risk: weather, fatigue, congestion and schedule pressure. Mental strain belongs in that same category. Long hours, constant remobilization, rework pressure and unresolved conflict all affect how safely work gets done. Rather than framing mental health as something workers must manage on their own, leaders should recognize that jobsite conditions and culture shape it. Including mental health considerations in job hazard analyses—particularly for high-risk or high-pressure tasks—shifts the conversation away from stigma to shared responsibility. 

2. Build Awareness Into Daily Safety Routines 

Toolbox talks, pre‑task plans and daily huddles are some of the most effective safety mechanisms in construction because they are short, consistent and site led. Mental health support fits naturally into these routines. That doesn’t mean turning safety meetings into therapy sessions. It means briefly acknowledging factors that affect focus and decision-making: stress, exhaustion, workload or changes in routine. Even simple check-ins reinforce the idea that safety includes how people are doing, not only what they’re doing. When these conversations are consistent and matter-of-fact, these conversations normalize awareness and reduce the hesitancy to speak up before risk escalates

3. Train Supervisors to Recognize Behavioral Safety Signals 

Construction supervisors are already trained to identify unsafe behaviors such as bypassing controls, rushing tasks or ignoring procedures. Mental health shows up through similar signals. 

Changes in behavior—withdrawal, irritability, missed details and uncharacteristic risk-taking—can indicate increased safety risks. Training field leaders to recognize these patterns, without diagnosing or labeling them, strengthens situational awareness on jobsites. The focus should be on response, not judgment: slowing work, reallocating tasks, checking in privately and connecting workers to support when needed. Early recognition is one of the most effective forms of risk prevention. 

4. Make Support Resources Part of the Safety System 

Safety systems work when tools are visible, accessible and trusted. Mental health resources should be no different. When employees don’t know where to turn or worry about the consequences of asking for help, they won’t use available support. Leaders can reduce that barrier by clearly communicating mental health resources as part of the safety program, not as a remedial measure. Posting information alongside safety signage, referencing resources during onboarding and reinforcing confidentiality all help position support as another protective control, like PPE or  SWA, rather than a last resort. 

5. Reinforce That Speaking Up Is a Safety Action 

One of the strongest predictors of safe jobsites is whether people feel comfortable raising concerns. That applies equally to physical conditions and mental strain. When leaders consistently reinforce that speaking up is expected, and then respond constructively, workers learn that raising concerns is part of safe work—not a disruption. This matters, especially when silence is often mistaken for resilience. 

The message should be clear: asking for help, flagging overload or requesting a pause is not a failure to perform. Those are proactive safety decisions. 

The Next Step in Safety Leadership 

The construction industry didn’t significantly improve physical safety through slogans. Progress came when leaders acknowledged risk, embedded controls into daily work and modeled the behaviors they expected from others. Mental health deserves the same treatment. Integrating it into safety protocols doesn’t lower standards or distract from performance—it strengthens it. The question isn’t whether mental health affects safety. It’s whether our safety systems are designed to reflect the reality that safety is shaped as much by human factors as physical ones.  

Resources

Here are a few resources for getting started or refreshing existing programs:

• ACI Mental Health and Wellness resource page
• Skanska’s Mental Health First Aid (MHFA) program
• Strong Minds, Safe Sites by Wellness Workdays
• American Foundation for Suicide Prevention: Hard Hat Courage

SEE ALSO: SO YOU WANT TO BUILD A SAFETY PLAN

The post Five Ways to Integrate Mental Health Into Construction Safety Protocols  first appeared on Construction Executive.

Established in 1989, STEP is a proven system that provides contractors and suppliers with a robust, no-cost framework for measuring health and safety data and benchmarking with peers in the industry. This self-assessment tool helps participants identify real opportunities for scalable growth in their health and safety programs to lower their total recordable incident rates and become an employer of choice in a competitive labor market.

As a sponsor of Construction Safety Week, ABC published the report during this important observance to highlight and celebrate the intentional work of people in the construction industry who make health and safety the foundation of everything they do.

“ABC’s annual health and safety report details how an industry-leading safety roadmap involves leadership, culture, process and results,” said Joe Xavier, ABC senior director of health and safety. “Transformational leadership means challenging the status quo and fostering a culture where every incident is seen as preventable. When leaders refuse to compromise on safety, they set the standard for the entire industry. By implementing proven health and safety systems, companies not only protect their workers but also achieve measurable improvements in performance and reputation in the marketplace. These results are the tangible benefits that arise from the consistent application of proven best practices in jobsite safety and total human health.”

ABC’s research on more than 1.3 billion hours of work completed by participants in the construction, heavy construction, civil engineering and specialty trades in 2025 identified the following foundations of industry-leading safety and health that reduce total recordable incident rates, or TRIR, and days away, restricted or transferred—DART rates:

• Frequency of toolbox talks: Companies that conduct daily toolbox talks reduce TRIR rates by 59% and DART rates by 61% compared to companies that hold them monthly.
• Substance abuse prevention programs: Robust substance abuse prevention programs and policies with provisions for drug and alcohol testing where permitted lead to a 55% reduction in TRIR and a 57% reduction in DART rates.
• Health and safety meetings: Clear, concise and consistent communication builds trust, culture and an understanding that every worker is empowered to keep jobsites safe. Companies that follow best practices for health and safety meetings lower TRIR by 52% and DART rates by 54%.
• Employee participation: Leaders must build strong relationships, listen actively and seek input from front-line workers on how to improve safety year after year. Companies that follow best practices on engaging the workforce reduce TRIR by 55% and DART rates by 57%.

The report also identifies six core leading indicators—systems or processes used to identify hazards and eliminate or minimize them to prevent injury:

• Planning for project health and safety
• Top leadership engagement
• Leading indicators
• Incident investigation
• Trailing indicators
• Behavior-based safety observations

“STEP can help any construction contractor reinforce its commitment to the well-being of its workforce,” said Xavier. “The 2026 Health and Safety Performance Report is a blueprint for industry leaders and workers to deliver projects safely and protect what is most important to us—our people.”

For nine years, ABC’s Health and Safety Performance Report has captured the results of ABC STEP member contractors performing real work on real projects to identify what comprises an industry-leading health and safety program. ABC member firms participating in STEP measure their safety processes and policies on key components and the criteria for best practices through a detailed questionnaire, with the goal of implementing or enhancing safety programs that reduce jobsite incident rates.

ABC’s 2026 Health and Safety Performance Report is proudly presented by DEWALT. With over 100 years of innovation, DEWALT delivers jobsite solutions that help professionals create safer, more productive workplaces. Through its Perform & Protect initiative, DEWALT engineers products that enhance safety, performance and productivity, advancing jobsite standards. As a trusted industry leader, DEWALT shares ABC’s commitment to protecting workers and promoting best practices. Any construction contractor can be a STEP participant. Visit abc.org/step to learn more.

SEE ALSO: A NEW VISION FOR SAFETY: CONSTRUCTION SAFETY WEEK’S FIVE-YEAR PLAN

The post Construction Companies Are Nearly Seven Times Safer With These Best Practices first appeared on Construction Executive.

Here is a deep dive into how ergonomics can protect employee safety and health and enhance business productivity.

The Anatomy of an Office Injury

Around 1.71 billion people have musculoskeletal disorders, such as lower back pain, neck pain, fractures, osteoarthritis, amputation and other injuries. These might be brought about by repetitive motion, sustained static postures and poor workstation design, all of which are prevalent in office setups.

One of the most common progressive musculoskeletal disorders among office workers is carpal tunnel syndrome, which is caused by prolonged mouse clicking, extensive keyboard use, gripping a stylus and navigating building information modeling programs. Its symptoms include numbness and tingling in the fingers, along with a weakened grip. Tendonitis and tenosynovitis are inflammatory conditions caused by awkward joint positions due to unsupported wrists. These conditions result in localized pain and reduced range of motion.

Cervical spondylosis refers to neck strain and cervical spine deterioration due to poor screen-viewing posture. It results in headaches and chronic pain and stiffness in the neck and shoulders. Lumbar strain and degeneration result from prolonged sitting without adequate lower back support, forcing the spine into an unnatural curved shape. If not properly addressed, this can develop into chronic pain.

Why Office Ergonomics Is More Urgent Than Ever

Construction management is known for high-pressure bid deadlines, multimillion-dollar budgets and on-site conflict resolution leading to long, uninterrupted work sessions. Employees may spend a lot of time analyzing 2D and 3D models, estimating costs over complex spreadsheets or reviewing lengthy contracts. These stressors can lead professionals to build tension in their shoulders and skip necessary breaks. Poor workstation ergonomics can also lead to bad posture.

As the industry pursues more rigorous on-site safety protocols, the company’s office counterparts need the same protection against developing debilitating injuries. In fact, as much as 73% of Gen Z employees seek flexibility in their work arrangements. More people are seeking workplaces that value their overall health and provide an environment conducive to productive and highly analytical work. In response, the construction industry is adopting flexible schedules and more comfortable workspaces.

Downplaying employees’ needs can lead to losing out on talent that can carry the company forward. Firms that invest and commit to their employees serve as a powerful differentiator in a competitive labor market.

Actionable Solutions for the Construction Office

One of the most common reasons employees miss work is job-related musculoskeletal disorders. Therefore, companies should improve office ergonomics to avoid losses from absenteeism. The investment is worth it to establish a workplace that ensures the safety of both on-site and office employees. It effectively reduces absences, avoids compensation complaints and boosts morale. Moreover, this prioritization for worker safety attracts highly skilled professionals.

Here are the essentials for an ergonomic workplace.

1. Adjustable Chair

A proper ergonomic chair should be adjustable, with dynamic lumbar support that fits the natural curve of people’s lower backs. Adjustments can be made to its height so the feet can rest on the floor and to its armrests so the shoulders can stay relaxed while working.

2. Monitor Placement

Monitors should always be placed in front of the user, with the top of the screen at eye level. This position promotes a neutral neck posture. Another consideration is to keep the screen at arm’s length from the body. When work requires dual monitors, place them next to each other to avoid head turning.

3. Keyboards, Mouse and Lighting

Peripherals can also significantly improve worker posture. For example, split-design keyboards allow a more natural hand, wrist and forearm posture, preventing the inward twists and strains common in regular keyboards. A vertical mouse maintains proper hand posture and prevents carpal tunnel compression.

Even simply ensuring a well-lit office can significantly boost productivity and mood. After all, comfortable vision is important for office workers who spend several hours in front of their computers.

Cultivating an Ergonomic Culture

Besides office equipment, a supportive company culture is important in ensuring proper ergonomics. Office workers need to integrate movement and microbreaks throughout their day, as the human body is not designed for hours-long static positions.

1. The 20-20-20 Rule and Microbreaks

Educating employees to take their eyes off the screen every 20 minutes and look at an object 20 feet away for 20 seconds is important to reduce eye fatigue. One- to two-minute microbreaks to stand, stretch and move around are also recommended.

2. Movement and Postural Variation

The office layout should be conducive to a healthy workday. Standing desks give employees the option to change their posture throughout the day. Even placing amenities, such as printers and water coolers, in another room encourages employees to move throughout the day.

3. Leadership and Training

Professionals in the construction industry have high-stakes and intensive work. Moreover, the industry emphasizes physical resilience. Office-based physical complaints may be ignored since companies focus on on-site worker safety. Proper leadership can prevent minor injuries from snowballing into severe conditions.

Top management support is important for ergonomics to solidify in the company culture. Leaders can shape a healthy workplace by approving ergonomic equipment and leading by example by taking breaks. Recurring training sessions can empower employees to make small changes and adjustments to their workstations.

Building a Resilient Workforce From the Inside Out

The construction industry needs to place equal importance on workplace safety for both on-location and office sites. Many musculoskeletal injuries are preventable with proper equipment and posture. By proactively addressing these issues, the business can prevent losses related to absences, missed talent and project continuity.

The first step companies can take is to assess the current ergonomics. After that, leaders can provide equipment and support for a healthier and more productive office construction team.

SEE ALSO: ADVANCED TOOL ERGONOMICS: A MAJOR WORKPLACE SAFETY ADVANTAGE

The post The Role of Ergonomics in Preventing Soft Tissue Injuries for Construction Pros Behind the Desk first appeared on Construction Executive.

With resources stretched thin to meet the priorities of developers and property owners, common or routine hazards can easily go unnoticed, resulting in workplace disruption. This includes overlooking the potential for slips, trips and falls, which can cost contractors money, time and reputation. Construction leaders should be mindful of these situations and develop safety protocols to help protect jobsites and prevent worker injuries.

According to the U.S. Department of Labor, falls are a leading cause of fatalities in the construction industry. The federal Bureau of Labor Statistics has reported that falls account for approximately 40% of all construction fatalities, and data shows there were 1,008 construction fatalities in 2024 of which 380 (38%) were due to falls.

While contractors and workers are aware of the hazards posed by falls, the risks linger, making it imperative that construction companies develop a comprehensive fall protection program to help eliminate fall hazards and make jobsites safer places to work.

Leverage Engineering and Technology

The first step in fall protection is to avoid, when possible, working in a place where the risk of a significant fall is possible. If that is not possible, having safety measures and the latest technology in place can become a differentiator for reducing the impact of injuries. The use of physical controls such as guardrails and hole covers, combined with the proactive use of technology to provide early warning of an adverse condition, can be key to a progressive fall risk prevention strategy.

The evolution of technology in the construction industry is making the job site safer. For example, companies are investing heavily in imagery technology to monitor workplaces more effectively—especially as site managers cannot always be on the job. This is a way to record what is happening and monitor various aspects of a project at one time, which helps encourage workers’ safety. A safety manager can cover more ground with this imagery technology in place. Instead of overseeing a single project, they might have capacity for multiple projects.

Additional technology that’s being deployed on construction sites includes:

• Drones, which have been used to conduct site inspections in remote or hard to access areas. With drones, contractors can make 3D and topographical models and obtain high-resolution images of jobsites.

• Wearables and site sensors that can be placed on workers or in their personal protective equipment. They use GPS tracking and biometrics to mitigate accidents. Wearables can track slips and falls, while site sensors can warn workers about potential hazards and make the jobsite safer. They can track noise levels, dust saturation in the air they’re breathing, temperature and the presence of hazardous substances.

• Robotics, which can be used for repetitive tasks such as bricklaying and tying rebar. Automation saves workers’ time and allows them to focus on more complex tasks. Robotics is also a promising way to prevent injuries and fatigue on a construction team.

Rescue Procedures

It is important to remember that a worker, suspended in a harness after a fall, is at risk of shock or unconsciousness due to blood pooling in the legs. This can become life-threatening after a few minutes. This is why a written, project-specific rescue plan is essential for a quick recovery. Contractors should consider the following:

• A suspended worker can be rescued using a ladder, scissor lift or aerial lift.
• Self-rescue procedures include a block-and-tackle device or friction device to lower the worker slowly.
• High-rise rescues may require a crane and a Stokes basket.

Spread the Word

To maintain a proactive fall protection program, contractors and businesses must always enforce the protocols. Managers and supervisors should have a written discipline and enforcement policy specifically for fall protection and share the policy with employees during orientation. In addition, they should apply the policy fairly to all employees, as well as have qualified personnel conduct daily work site inspections to evaluate compliance.

During orientation, newcomers to the construction site should learn about all fall hazards present on the site and when and where fall protection is required. Proper use, maintenance and inspection of fall protection systems should be covered along with the established enforcement program.

Workers using personal fall arrest systems should be trained in how to use and maintain the equipment. Document all training with written records. Provide retraining when procedures change or when an employee does not understand the information.

Protecting construction workers from fall hazards must be an integral part to any construction project, and developing a fall protection program can help eliminate the risks to make the job site a safer place to work.

SEE ALSO: FALL PROTECTION PRODUCTS: CONSENSUS VS. REGULATION

The post How to Guard Your Construction Workforce Against Falls first appeared on Construction Executive.

All In Together | A Vision to Transform Health and Safety

Imagine a world where safety is woven into every decision and every plan by all stakeholders—where protecting lives is the common thread that unites us all. All owners champion safety throughout every project. Every architect and engineer designs with foresight, anticipating and eliminating hazardsbefore construction begins. All contractors and project teams integrate direct controls into work plans to prevent Serious Injury and Fatality (SIF) events through elimination, reduction, or isolation.
Every skilled craft professional upholds these controls with confidence, empowered to act and stop work whenever safety is at risk. The outcome is that a culture of care has created safe places to work for all involved.

This vision is possible and is the driving force behind Construction Safety Week 2026. This year’s theme, All In Together: Recognize, Respond, Respect is a unified call to action on high energy, high hazard work to prevent Serious Injuries and Fatalities.

Our first two technical bulletins established the importance of recognizing and responding to high energy, high hazard activities, establishing shared terminology, and putting in place direct controls to mitigate risks and prevent SIFs.

Now we turn our focus to Respect: respecting every hazard, every person, every life, and every role. All team members play a critical role in planning and executing these direct controls at every step of the project. If something changes, we stop, we reassess, and we re-plan. This is how we own and respect health and safety, both physical and psychological. This will make a difference in preventing serious injuries and saving lives and is how we build a stronger, safer future for our industry.

By embracing this vision, we are not just building projects—we are building a legacy of safety, respect, and trust. Together, we can ensure that every worker goes home safe, every day. This is our moment to make a lasting difference. All In Together.

All In Together

RECOGNIZE, RESPOND, RESPECT

Serious Injuries and Fatalities (SIFs) remain a critical challenge in the U.S. construction industry, with high energy hazards those capable of causing life-altering harm—at the heart of many incidents. Often referred to as STCKY (“Stuff That Can Kill You”), these hazards demand not just compliance, but deep respect and deliberate, proactive measures to prevent harm.

This technical bulletin champions a comprehensive approach to preventing SIFs at every stage of a project. It calls for respect in both the planning and execution of controls, urging teams to respond directly to high energy hazard recognition. From initial concept through to project completion, our goal is clear: to prevent serious injuries and fatalities by eliminating or reducing exposure to high energy sources, and by embedding safety as a core value in every decision and action. This approach of respect not only addresses the risks of physical harm, but can also create environments that are psychologically safe and where people can be at their best.

Unlocking Early Influence: Enabling Upstream Partners to Champion Safety and Prevent SIFs

Among the various stakeholders involved throughout every phase of a construction project, owners, architects, designers, and engineers possess significant potential to influence safety risk management and SIF prevention controls. However, these groups are frequently either unaware of their capacity to intervene or reluctant to do so, often due to concerns regarding potential litigation, insufficient training, or lack of information. This position can lead to missed opportunities to address high energy hazards at an early stage, when cost-effective solutions are more readily available, which may increase the demands placed on downstream partners.

Elevating Health and Safety

Respecting every hazard, every person, every life, and every role in safety.

Traditional safety programs focus primarily on compliance, relying heavily on the expertise of skilled craft workers, forepersons, and superintendents for hazard identification and control. This method has demonstrated limited effectiveness in Serious Injury and Fatality (SIF) prevention for several reasons. Studies indicate that construction workers’ hazard perception remains low under traditional compliance-based approaches compared to more contemporary energy flow models. Of greater significance is the role played by owners, architects, engineers, and preconstruction stakeholders in SIF prevention. If high energy hazards are not identified early, opportunities for meaningful intervention are significantly diminished, often resulting in workers facing complex decisions under the pressure of tight schedules. Furthermore, it is well established that workers subjected to high workload demands and minimal decision-making authority may experience increased susceptibility to mental health challenges and a higher likelihood of errors.

Risk-based safety programs mark a cultural shift, requiring us to adapt our mindset to this framework. They focus on early identification of high energy hazards throughout every phase of the project, allowing for the development of targeted controls that can be incorporated into cost planning. These programs involve comprehensive training in hazard recognition, designing tasks with safety in mind, selecting equipment based on suitability using engineering principles and incorporating features that account for human error to reduce serious incidents. Such approaches strengthen safety culture and workforce participation, empowering workers to pause and reconsider procedures when necessary.

Respect in Action

This third bulletin focuses on strengthening organizational culture, a critical factor in achieving lasting safety success. Unlike previous bulletins that addressed technical solutions, this challenge calls for adaptive strategies and meaningful behavioral change from key participants throughout every project phase. By embracing this shift, we create an opportunity to build a safer, more collaborative, and resilient work environment.

Respect In Action, our proposed solution, seeks to foster a shared understanding among owners, architects and designers, engineers, contractors, and the skilled craft, thereby establishing a culture of responsibility in which all stakeholders demonstrate respect for human life and established safety protocols designed to protect it. Examples of these commitments in action are outlined below.

Workforce Empowerment

When workers see that hazards are identified and controlled before they arrive on site, it sends a powerful message:

Empowered workers are more likely to speak up about unsafe conditions, use stop work authority, and participate in safety innovation. This creates a feedback loop of respect and vigilance when efforts to keep the workers from harm is clearly evident. We honor the principles of change management by empowering our workforce to take action when change occurs. If something shifts, we stop, we reassess, and we re-plan with the right controls in place. Stop work authority—taking that critical pause to understand the hazards and determine necessary direct controls to be put in place—is a shared commitment, rooted in a culture that puts empowerment and safety first. When workers are consulted in the development of the plan they are more likely to respect it.

Owner Commitment

When owners consistently demonstrate respect for worker safety, both physical and psychological, it elevates the entire project standard. Their commitment goes beyond compliance: owners who invest in safety training, support open communication, and prioritize accident prevention set the tone for all other stakeholders. And when owners fund safety innovation and demand hazard elimination, overall safety performance is high.

This collaborative approach ensures every participant feels valued and protected, reinforcing a culture where safety is integral to project success.

Designer Commitment

Incorporating safety strategies during the design phase of construction projects can substantially reduce serious incidents. This is primarily achieved through the identification and elimination of high energy hazards before they materialize on site. Designing for safety means proactively modifying plans, materials, and workflows to eliminate or mitigate these risks. This approach is part of Prevention through Design (PtD).

The U.K. construction industry has historically faced high rates of workplace injuries and fatalities. In response, the U.K. introduced the Construction Design Management (CDM) Regulations to address systemic safety issues and clarify responsibilities across project stakeholders.

The objectives of the CDM regulations:

• Improve safety outcomes: reduce fatalities and injuries

• Clarify roles and responsibilities: ensure accountability for all stakeholders

• Integrate safety into design: address risks early

• Promote collaboration: encourage communication among stakeholders

The CDM regulations represent a significant shift in how construction safety is managed in the U.K. By embedding safety into the design and planning phases and clarifying stakeholder responsibilities, CDM has contributed to a safer, more accountable construction industry. Continued education, enforcement and adaptation are essential to maintain and build upon these gains.

Since CDM 2015, workplace injuries in U.K. construction have decreased by 28% and projects with full CDM compliance are 35% less likely to experience serious safety incidents. Much has been written on the important role designers play in influencing safety outcomes.

When architects design with safety as a core value and when designers integrate risk controls into the blueprint the results are compelling. Nearly half of construction site incidents can be avoided with changes to the permanent structure’s design, and an even higher percentage can be avoided if better pre-work decisions had been taken.

The message is clear: influencing safety is most effective at the early stages of a project, particularly during planning and design.

Contractor Commitment

Evidence from safety research consistently supports the prioritization of leading indicators in SIF prevention programs. Research has demonstrated that organizations with proactive risk-based safety programs experience lower rates of SIFs compared to those relying solely on lagging metrics. By shifting focus from outcome-based measures to exposure-based controls, contractors can intervene earlier, preventing the escalation of risks that lead to serious injury or fatality. This proactive approach is especially effective in environments where high energy hazards are present, as it enables timely identification of critical controls and facilitates targeted interventions.

Effective SIF prevention requires the integration of organizational policies with field-level practices. This means aligning leadership commitment, safety culture, and management systems with the practical realities faced by workers on the ground. Evidence indicates that contractors who foster two-way communication between management and field staff, empower frontline workers to halt unsafe work, and embed SIF prevention into daily operations see measurable improvements in SIF exposure reduction.

A study published in the American Society of Safety Professionals (ASSP) Professional Safety Journal described a multinational contractor’s approach to integrating SIF prevention through leadership safety walks, real-time risk assessments, and frontline involvement in control implementation. The contractor reported a 40% reduction in SIF exposures over three years, attributing success to organizational alignment and field empowerment.

Contractors who spend the time to plan and embed health and safety into the DNA of every project, have a greater reduction in SIF-type events.

Respect-Based Hazard Prevention

The Respect-Based Hazard Prevention Model brings every element of our safety approach together. It shows how safety is embedded into every phase of our work, engaging all stakeholders in hazard prevention throughout the project. In doing so, we create an environment where everyone is empowered to identify risks, take proactive action, and uphold an unwavering respect for human life. This model represents our shared commitment: true safety happens when we are “All In Together,” continuously collaborating to prevent Serious Injuries and Fatalities.

A Unified Call to Action

This bulletin underscores the critical role that all stakeholders–owners, architects, designers, engineers, skilled craft professionals, suppliers, and industry partners–play in shaping safety risk management and Serious Injury and Fatality (SIF) prevention throughout every phase of a project.

Their proactive engagement holds far greater potential than traditional compliance-driven approaches. Identifying high energy hazards early is essential. Delayed recognition drastically reduces the chance for effective intervention.

True success lies in cultivating a culture of accountability where clear expectations are set and every participant upholds a deep respect for human life and the safety systems designed to protect it. When the industry unites under a shared framework to identify and control high energy hazards, it sends a powerful message: we will not tolerate preventable harm, both physical and psychological. We will act together. We will protect those who build our world.

This collective commitment represents the highest form of respect and is the foundation for a transformative shift in construction safety culture.

A Special Thanks To Contributors To This Technical Bulletin:

Executive Committee

Chair, Adam Jelen, President & CEO, Gilbane Building | Co-Chair, Kyle Larkin, President & CEO, Granite
Russell Becker, President & CEO, API Group, Inc. | Mike Choutka, CEO, Hensel Phelps
Rebekah Gray, President & CEO, Gray Construction | Jason Hendricks, CEO, Performance Contracting
Chris Beck, SVP, Managing Director, Turner Construction Company

Technical Committee

Heidi DeBenedetti, Chief Operating Officer, Gilbane Building | Steven Carter, Global Health & Safety Director,
Gilbane Building | Michael Sharpe, Safety Director, Gilbane Building | Jesse Torres, Corporate Compliance Safety
Director, Granite | Wendy Warner, Safety Systems & Compliance Manager, Granite | Clint Coberly, Vice President,
Global Safety & Risk Management, APi Group, Inc. | Tim Gattie, Senior Director Industry Data Analytics, Oracle
Billy Naylor, Senior Vice President of Safety, McCarthy | Sean Blakemore, Regional Safety Director, McCarthy
Doug LaPlante, Vice President Operations Safety Executive, Turner | Stephen J. Spaulding II, Vice President,
Chief EHS Officer, Turner | Dean Bitter, Vice President, Operations Safety Executive, Turner | Camille Ford, Principal
Consultant, JMJ | Tim Fisher, Chief Technical Officer for Safety, Health & Well-Being, American Society for Safety
Professionals (ASSP) | Brian Connearney, Technical Coordinator, Carpenters International Training Fund
Jeff Leeper, President, World Wide Professional Solutions | Dan Smolik, Vice President, Risk Management, Garney
Eyal Nafrin, Global EHS – Construction, Intel | Ben Wilson, CEO & Founder, HSE Global
Chris Doyle, Chief Operating Officer, HSE Global | Brock Myers, Chief Operating Officer, Allan Myers
Emma Matlage, Safety Manager, The Weitz Company, LLC

The post Respect: A Construction Safety Week Technical Bulletin first appeared on Construction Executive.