
A recent study from Lawrence Technological University’s Construction Safety Research Center (CSRC) provides industry leaders with practical ways to improve safety. The research, led by CRSC founder Ahmed Al-Bayati and published in the Journal of Construction Engineering and Management, identifies specific actions upper management can take to create a stronger safety culture and climate on construction sites.
The study involved 21 safety experts and surveys of 113 construction professionals. It found that safety performance depends heavily on what leadership does, not just the policies they create. The most crucial factor is a visible commitment—when leaders demonstrate that safety matters through their actions, such as participating in safety walkthroughs, discussing safety in meetings, and tying promotions to safety performance.
Al-Bayati and his colleagues make an important distinction between “safety culture” and “safety climate.” Safety culture refers to the values and priorities established by leadership, while safety climate reflects how employees experience those values on job sites. Many companies may have strong safety cultures on paper, but their safety climates can be poor if workers do not observe leadership consistently following through with concrete actions.
They identify 17 specific actions construction leaders can take to bridge this gap, falling into three main areas: leadership behaviors, resource allocation, and communication. For example, executives should regularly visit job sites and discuss safety with workers. They need to provide sufficient budgets for safety equipment and training. Additionally, they should establish systems that allow workers to report safety concerns without fear of retaliation.
This new research underscores the CRSC’s mission to enhance safety in the construction industry. By providing evidence-based strategies, the CRSC helps industry partners prioritize workers’ well-being and ensure they safely return home at the end of each day.

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