Day One

• Pre-Qualification: A window into the organization and an opportunity to define responsibilities and clarify what participation looks like
• Identify opportunities to influence leaders in difficult situations by acknowledging the natural tension between a learning and leading
• Helping others be more receptive to coaching through cultivated partnership

• Structuring performance metrics and bonuses so that safety excellence is weighted alongside schedule adherence and budget control
• Designing incentive programs that reward process adherence and risk mitigation rather than simply rewarding the absence of incidents e.g. lagging indicators
• Implementing training and mentorship to equip frontline leaders with the skills to coach safety behaviors effectively, treating safety engagement and leadership development as primary goals

• Moving beyond generic pre-qualification to conduct robust pre-construction meetings to review and challenge subcontractor-submitted, site-specific safety plans
• Defining the specific responsibilities of the performing contractors to ensure legally sound and consistent safety enforcement
• Structuring safety interventions to support trade contractor’s workflow, avoiding compliance enforcement that is perceived as arbitrary or overly disruptive to the schedule

A prime chance to make the most of in-person networking, and forge new connections as new companies enter and existing ones broaden their presence within the construction safety space. Designed to maximize your introduction to numerous new individuals and serve as a catalyst for ongoing discussions during the summit.

• Developing specialized onboarding training modules focused on project specific risks e.g. the compounded risk created by trade stacking and project acceleration, ensuring new workers are aware of simultaneous high-risk activities
• Acknowledging the burden on safety professionals due to the growing lack of experienced workers in the trades, and creating temporary, intensive oversight protocols and mentorship to compensate for potential low situational awareness
• Implementing universal initial training standards to rapidly “season” a new workforce, ensuring fundamental safety protocols and job-site awareness are established quickly

• Establishing standardized educational requirements mandated by the client/owner, ensuring that safety fundamentals, cultural goals, and site-specific expectations are clearly and consistently communicated from the top down
• Developing formal peer-to-peer training modules where partnering organizations learn together, focusing on multi-employer worksite dynamics and shared high-risk mitigation strategies to foster integrated understanding
• Moving away from distributing generic manuals by creating short, accessible, and easily digestible educational content that effectively translates complex technical safety rules for front-line workers

• Creating structured mentorship programs that pair experienced safety professionals with high-potential junior staff establishing a clear path for succession into senior EHS roles
• Developing training that focuses on the non-technical skills essential for future safety leaders, including financial literacy, change management, and advanced risk communication
• Strategies for attracting young professionals from diverse backgrounds and providing immersive field experience to create a pathway into being competent, respected safety leaders

• Understanding accountability is the essential growth factor for a successful safety program, transforming passive adherence into proactive engagement
• Extending the safety program to include all stakeholders to avoid “Safety within Safety” silos
• Utilizing Artificial Intelligence to provide digital oversight and enhance process effectiveness, future-proofing the safety program for real-time responsiveness and data-driven feedback

• Developing a concise set of non-negotiable “survival skills” that simplify complex regulations into core behavioral expectations, making critical safety priorities immediately actionable and memorable for all new and existing workers
• Working with owners and peer General Contractors to standardize and harmonize safety expectations across different project sites, ensuring workers encounter consistent rules regardless of the controlling entity
• Replacing vague contractual language like “perform safely” or “absence of citations” with clear, measurable, and objective performance indicators to evaluate compliance and safety performance

• Sharing strategies for successful companies to ensure core safety beliefs and principles articulated by the CEO are accurately translated and consistently echoed by frontline field foremen and superintendents
• Addressing the crucial mid-management level acting as the link between executive vision and field execution, by mitigating production and profit pressures that often cause managers to lose sight of safety as a primary outcome
• Implementing targeted leadership development and coaching for foremen and supervisors, empowering them to become active cultural leaders who enforce safety’s significance in the construction process