Safety accountability starts with a hard truth. The total cost of work injuries in 2023 hit $176.5 billion, with more than 220,000 preventable deaths and 62 million injuries in the United States, according to the National Safety Council (NSC). These statistics are a sobering wake-up call for the construction industry, translating into low morale and higher insurance costs. In an industry fighting labor shortages and razor-thin bids, no company can afford to treat safety as a side issue.
Companies that commit to a safety culture send a clear message that people matter. Happy, engaged employees work smarter. They pay attention, slow down when something feels off, and help new hires learn the right way to do things. Research consistently shows that positive workplace culture improves focus, collaboration, and performance. When people feel valued, they take pride in their work, which leads to improved production and increased profit.
SAFETY CULTURE STARTS WITH COMPANY BUY-IN
Safety culture lives or dies with leadership. Employees notice when safety policies sit in a three-ring binder of OSHA regulations and never leave the office. They also notice when leaders show up to safety meetings, talk openly about incidents, and act on concerns raised in the field.
Company buy-in means safety holds the same weight as production and profit. Leaders must set expectations and reinforce them daily. This includes clear accountability. When managers cut corners to hit deadlines, crews follow suit. When managers stop work for unsafe conditions, crews learn safety matters.
Buy-in also means giving supervisors the tools to succeed. Foreman and fleet managers sit closest to the risk. It’s important to coach managers on how to spot hazards, run effective toolbox talks, and handle a near-miss reporting without blame. A safety culture grows faster when frontline leaders feel ownership instead of pressure. More than 40 percent of CFOs surveyed by the NSC identified productivity as the greatest benefit of an effective workplace safety program.
THE INSURANCE EDGE: LOWERING THE TOTAL COST OF RISK
For many owners, the most persuasive argument for a safety culture is the impact on the bottom line through insurance premiums. Insurance underwriters do not view all construction companies equally. A company that can demonstrate a proactive culture, backed with data and training logs, receives more favorable underwriting consideration.
The most tangible metric is the Experience Modification Factor (E-Mod). A baseline E-Mod is 1.0. If your safety culture keeps your E-Mod at a 0.8, you are essentially getting a 20 percent discount on Workers’ Compensation premiums. On the other hand, a poor safety record can skyrocket your E-Mod to 1.2 or higher, effectively taxing your company for lack of oversight.
The return on investment for safety programs is stunning. OSHA reports that for every dollar invested in workplace safety and health, employers see returns between $4 to $6 in cost savings.
TURNING POLICY INTO PRACTICE
How do you transition from a “safety-on-paper” company to a “safety-in-practice” culture? It requires integrating safety into the daily rhythm of the job.
Toolbox Talks
These are short, focused conversations at the start of the shift about a specific hazard on the site or route that day. Invite workers to share stories and solutions instead of reading from a script.
Safety Meetings
Use these for two-way dialogue instead of lectures. Best practice is to review recent near-miss trends, ask crews what is getting in their way, and let them help design fixes.
Safety Committees
Form committees that include workers from various roles, experience levels, and functions. Employees who help shape safety polices take ownership of them.
Fleet Safety Programs
For companies with drivers, fleet safety culture matters just as much as jobsite safety. It’s important to set clear expectations for vehicle use. Motor vehicle accidents remain one of the leading causes of workplace injuries and claims, making it crucial to monitor driving behavior, provide defensive driving training, and proactively maintain vehicles.
REFRAME THE NARRATIVE
The difference between a thriving safety culture and a resentful workforce often comes down to how leadership frames and communicates safety programs. For example, your company is installing dashcams and telematics in fleet vehicles.
One company rolls them out with a memo saying, “all vehicles will now be monitored to ensure compliance with company policies. Violations will result in disciplinary action.”
Another company introduces the same technology by saying, “we’re implementing coaching tools to help every driver get home safely to their families. These systems will help us identify training opportunities and celebrate good driving habits.”
The same technology, but with completely different outcomes. The first approach creates anxiety and a “big brother” narrative. The second approach builds trust and demonstrates genuine care.
Let’s say a driver in the second scenario has a hard brake event, their supervisor won’t say, “I caught you driving aggressively.” Instead, they’ll ask, “I saw you had to brake hard on I-70 yesterday. What happened? Is there a road condition we should warn other drivers about?” Many companies have found that employees become competitive about improving safety because they’re being supported.
THE LEGACY OF SAFETY
In today’s market, safety is a competitive advantage. The successful companies are those that realize a safe jobsite is an efficient jobsite. It starts with a mindset shift, and prioritizing the human element is the ultimate act of leadership.
about the author
Robert Worden, CSD, construction risk advisor at Powers Insurance and Risk Management. To learn more, visit www.powersinsurance.com/business/construction-risk-management.
