In observance of , trenching and excavation work lay the foundation for vital infrastructure projects, but the inherent risks demand serious attention. Cave-ins, falling debris, hazardous atmospheres, and equipment mishaps rank among the most significant dangers. According to the , trenching and excavation  some of the most hazardous construction activities, with cave-ins alone responsible for dozens of fatalities annually.

The good news? These risks are not only manageable but preventable with proper planning, adherence to safety protocols, and innovative technology.

What Makes it So Dangerous?

Trenching and excavation can  deceptive dangers. Major risks include:

• Cave-ins: Soil can per cubic yard, making collapses potentially fatal. 
• Falling hazards: Workers can fall into unprotected trenches, or loose soil and debris can fall on workers inside. 
• Hazardous atmospheres: Trenches may accumulate toxic gases or have low oxygen without proper ventilation. 
• Equipment-related risks: Heavy machinery near trench edges can destabilize walls or pose struck-by hazards.Ěý

What Safety Planning Should Happen Before Any Excavation Begins?

Safety starts long before the first shovel hits the ground.

• Pre-job planning:  that a competent person evaluate the site, test soil stability, locate underground utilities, and establish safety protocols before work begins. 
• Locate utilities: Contact utility marking services (e.g., “Call Before You Dig” / 811) so underground fuel, electric, sewer, or water lines are identified. 
• Soil and atmospheric testing: Test soil for stability and trenches for hazardous atmospheres like low oxygen or toxic gas before workers enter. 
• Daily inspections: Trenches and protective systems should be inspected by a competent person at the start of each shift and after events like rain or heavy equipment activity. 

Identifying hazards early lets you plan protection strategies — and prevents many incidents before they happen.

What Protective Systems Are Required?

When a trench is deeper than five feet (unless it’s in stable rock), OSHA standards require to reduce cave-in risks. 

Common protective options include:

• Sloping: Cutting trench walls at an angle to reduce collapse potential. 
• Shoring: Installing supports (e.g., timber or hydraulic systems) to stabilize trench walls. 
• Shielding: Using trench boxes or shields to protect workers from cave-ins. 

These systems help ensure that soil or debris doesn’t trap workers as excavation progresses.

How Should Workers Enter and Exit Trenches?

Safe access and egress are critical — especially in emergencies.

• Trenches should have ladders, ramps, or stairs installed within 25 feet of workers. 
• Ramps and ladders must be properly designed and free of tripping hazards. 
• Using a competent person to evaluate and confirm these access points is essential. 

Quick and reliable exit routes can make all the difference if conditions change rapidly. 

How Can Technology Improve Safety?

Safety innovations are helping worksites detect hazards sooner and act faster:

• Real-time soil monitoring detects instability before it becomes a crisis. 
• Advanced trench boxes combine lightweight materials with stronger protection. 
• Ground-penetrating radar and GPS mapping improve utility location accuracy. 

What Ongoing Safety Practices Should Be Part of Every Job?

Best practices don’t stop once work begins. Here are some proactive safety measures you should implement to make your jobsite stronger and more resilient.

• Keep soil, materials, and equipment at least two feet from trench edges to avoid adding pressure that can trigger a collapse. 
• Monitor atmospheric conditions continuously in deeper excavations. 
• Train workers and supervisors on excavation hazards, recognition, and response. 
• Communicate risks daily, including weather impacts and changes in soil stability. 

Want Expert Support With Your Excavation Safety Program?

If your organization performs this type of work, a structured safety program can make all the difference in preventing injuries, minimizing liability exposure, and meeting regulatory requirements.

Partnering with risk and safety advisors — like those at ĚÇĐÄ´«Ă˝ — can help you assess your current processes, enhance planning and training, and strengthen your overall safety culture. Connect with an ĚÇĐÄ´«Ă˝ risk specialist today.

In recognition of , our latest workplace safety resource explores practical prevention strategies that can help teams recognize heat-related risks earlier and respond before conditions become dangerous. Federal nearly 34,000 serious heat-related workplace injuries and illnesses have occurred over the last decade alone, with construction and other physically demanding industries continuing to face elevated risk.

That same challenge carries across industries. On construction sites, in manufacturing facilities, and anywhere physically demanding work takes place, safer outcomes are often shaped by everyday decisions — how teams hydrate, recognize subtle warning signs, schedule recovery breaks, and look out for one another throughout the workday. And because within minutes if left untreated, early action matters.

Explore the full resource below for expert insights, prevention essentials, and practical first-aid response guidance designed to help support safer workplaces during the hottest months of the year.

Helping Teams Stay Safer

Navigating construction disputes is an unfortunate reality many businesses do not think about until a project is already facing delays, financial strain, or communication breakdowns. Construction projects are complex undertakings involving multiple stakeholders, large budgets and tight deadlines. Given these intricacies, disagreements are almost inevitable. However, when disputes escalate, they can lead to costly delays, strained relationships and significant financial setbacks.

According to , the total value of construction disputes in North America soared to $43 million in 2023, with the average resolution time stretching to 14.4 months. Such prolonged disputes can derail project timelines and budgets, making effective dispute prevention and resolution strategies critical to success.

What Causes Construction Disputes?

Construction projects bring together multiple stakeholders, large budgets, tight deadlines and complex contract terms — a mix that naturally breeds disagreement.

Common triggers include:

• Contract ambiguities: Poorly defined scopes or unclear responsibilities create room for interpretation — and conflict.
• Schedule delays: Weather, supply chain issues or planning gaps often lead to disputes over cost and accountability.
• : Late payments, retention disagreements or withheld funds can quickly escalate tensions.
• Quality disputes: When completed work doesn’t meet expectations, disagreements arise around fulfillment of contractual obligations.Ěý

Disputes rarely stem from a single source. They’re usually a mix of miscommunication, unclear expectations and unmet contractual promises.

How Are Construction Disputes Typically Resolved?

Not all disputes need to end up in court. Understanding resolution options helps you choose the right approach — balancing speed, cost and relationship preservation.

1. Negotiation: The First and Least Costly Step
   Direct discussions help clarify issues and allow parties to reach a mutually acceptable outcome without external involvement. Negotiation sets the stage for deeper resolution if needed.Ěý
2. Mediation: Facilitated Agreement Building
   A neutral third party helps guide conversations toward resolution. While not legally binding, mediation often resolves disputes faster and more cheaply than litigation.Ěý
3. Arbitration: A Binding Alternative to Court
   An arbitrator delivers a decision that is legally binding. It tends to be faster and more efficient than full litigation, though legal fees and limited appeal options apply.
4. Litigation: Last Resort
   Court proceedings are the slowest and most expensive option, often taking years to resolve. Due to the time, cost and public nature of litigation, most construction disputes are resolved through earlier steps.

Why Is Contract Management Central to Preventing Disputes?

Contracts provide the legal foundation for project expectations, responsibilities and protections, but only if they are clear and comprehensive.Ěý, of the 69,296 private construction firms that launched in 2001, only 56% survived beyond three years, 26.6% reached the 10-year mark, and a mere 17.2% remained in operation after two decades — an astonishing 82.8% failure rate.

Key contract elements to address:

• Scope of Work: Define responsibilities, deliverables, timelines and quality standards so all parties understand expectations.
• Payment Terms: Clearly outline progress payments, retention amounts, penalties and conditions for disbursement to avoid financial disputes.
• Termination Clauses: Understand provisions like “termination for convenience,” which allow owners to end contracts with limited notice — potentially leaving subcontractors vulnerable.
• Dispute Resolution Clauses: Including mediation or arbitration provisions upfront gives all parties a predefined path for resolving conflicts.Ěý

Well-drafted contracts reduce ambiguity — one of the most common root causes of disputes — and set clear pathways for resolution when issues arise.

Navigating Construction Dispute Risk

Beyond contract language, consider these strategies to actively minimize disputes:

• Read and Understand Every Clause: Contract language can have far-reaching implications. Seek legal guidance if any term is unclear.
• Maintain Open Communication: Regular, documented communication keeps expectations aligned and prevents misunderstandings from becoming disagreements.
• Identify Negotiation Priorities: Know what terms are essential versus negotiable before signing contracts.
• Implement Proactive Risk Management Plans: Identify potential project risks early and detail strategies to address them before escalation.
• Keep Meticulous Records: Emails, daily reports, photos, change orders and written agreements create a factual timeline that can be invaluable in dispute resolution.
• Seek Expert Guidance: Construction lawyers or industry specialists can spot hidden risks and ensure terms are enforceable and fair.Ěý

How Does Clear Communication and Documentation Help?

Documentation is evidence. Projects with robust records often resolve disputes faster and more favorably than those without. When disagreements occur, having a documented history of decisions, changes and approvals helps clarify intent and responsibility.

• Record Conversations: Summaries of meetings and decisions should be documented in writing.
• Track Changes: Any deviation from original plans or specifications should be documented and approved in writing.
• Document Delays & Notices: Recording delay notices and extension requests creates evidence of impact.
• Use Daily Reports & Photos: These help paint a detailed picture of progress — or lack thereof — bolstering positions during resolution discussions.Ěý

Good documentation also serves as a risk-management tool, helping uncover patterns that might indicate process weaknesses before they escalate into full disputes.

How Can Contractors Prepare for Dispute Outcomes?

Preparing for potential conflicts means building systems that reduce the likelihood of conflict in the first place.

Ask yourself:

• Have all contract terms been reviewed by legal counsel?
• Are expectations documented and communicated consistently?
• Do teams understand project milestones and performance metrics?
• Is your risk management plan updated and communicated across departments?

When the answer is “yes,” you’ve substantially strengthened your position — even before disputes arise.

Want Help Strengthening Your Construction Risk Management?

Disputes are a reality in construction, but you can control how prepared you are to prevent and handle them.

Partnering with experienced risk advisors and legal professionals can give you the tools to:

• Improve contract language
• Implement effective dispute resolution clauses
• Build documentation protocols
• Enhance project communication practices

to review your current approach and strengthen your construction dispute management strategy.

What does it take to make a workplace consistently safer?

In our latest issue of Safety Connect, we share how one company turned fleet data and insights into real improvements on the road —Ěýan important shift as roadway incidents one of the most persistent on-the-job risks.

That same approach carries across industries. In construction and healthcare alike, where highlights ongoing hazards, safer outcomes are so often the result of everyday decisions, how risks are recognized, how teams respond together, and how safety stays part of the conversation.

Ěý

Explore the full issue below for practical expertise and real-world examples of how small, consistent actions can lead to truly meaningful results.

Building a Safer Workplace

A worker slows their pace. Another pauses longer than usual between tasks. A supervisor notices someone losing focus while operating equipment. As the warmer months approach, these warning signs become more common across worksites preparing for the summer season ahead.

Increasingly, safety leaders recognize that heat exposure, fatigue, and mental strain are closely connected risks—factors that shape how workers concentrate and respond to hazards on the job. For organizations committed to protecting their teams, understanding that connection is becoming a key part of building safer workplaces.

Understanding the Risk

Across the United States, work outdoors, where physical exertion, protective equipment, and direct sunlight combine to intensify environmental stress throughout the day. Indoor environments are not immune either. Warehouses and processing facilities can trap heat and humidity, creating conditions where workers experience sustained thermal strain even without direct sun exposure.

For decades, workplace safety programs have focused primarily on visible hazards—equipment, fall protection, machine guarding, and other physical risks present on nearly every jobsite. Those protections remain foundational but, as temperatures begin to climb heading into the spring and summer months, organizations achieving the most consistent safety outcomes are expanding their focus to include something equally important: worker well-being and human performance.

Rising Temperatures, Rising Risk

Extreme heat offers a clear example of why this shift matters.

, more than 33,000 workers experienced serious heat-related injuries or illnesses that required time away from work. Nearly 1,000 workers have died from occupational heat exposure since the early 1990s, a stark reminder of how dangerous extreme temperatures can be. Research how environmental stress can gradually erode focus and stamina during physically intensive work, where even subtle declines in concentration can increase the likelihood of incidents.

Employers are responding by strengthening workplace heat safety and heat stress prevention strategies that help workers stay protected throughout the workday. Programs often include:

Hydration and Cooling Practices

providing workers with cool drinking water and encouraging approximately one cup every 15–20 minutes during hot conditions, along with access to shaded or air-conditioned recovery areas where employees can cool down and lower body temperature during breaks.

Acclimatization Protocols

Because new or returning workers are particularly vulnerable, federal safety guidance gradually increasing workloads and heat exposure over a 7–14 day period so the body can safely adjust to hotter environments.

Work–rest Cycles and Task Rotation

Adjusting physically demanding work during peak heat hours—shifting heavier tasks to earlier morning hours or rotating employees between high- and lower-intensity duties—helps reduce cumulative heat strain and fatigue during prolonged exposure.

Environmental Monitoring and Early Response

Tracking humidity and temperature allows supervisors to modify schedules, increase rest breaks, or pause work when conditions become unsafe. Consider heat index-monitoring and clear response plans into daily jobsite safety planning.

When Fatigue Begins to Build

Heat rarely operates alone. Fatigue and mental strain can compound physical stress—reducing alertness and slowing the reaction times workers rely on to perform safely on active jobsites. Long work hours, irregular schedules, and physically intensive tasks can of workplace errors and injuries, particularly in industries where employees operate heavy equipment or perform precision work requiring sustained concentration.

More often than not, fatigue itself builds gradually—after extended shifts, consecutive days of heavy workloads, and prolonged exposure to heat—eroding the focus and situational awareness crews depend on to stay safe. Workers may begin moving more slowly or miss small but important details that normally guide safe decision-making.

When those conditions combine with environmental heat stress, the likelihood of mistakes increases. Employers are encouraged to as a manageable risk so potential issues can be identified and controlled before they lead to incidents.

“When supervisors are trained to recognize signs of fatigue, heat stress, or distraction, they can step in early and redirect the situation before it becomes a loss,” said Sean Yakicic, Risk Management Expertise Specialist at ĚÇĐÄ´«Ă˝.

Effective fatigue risk management programs include:

PLAN scheduling strategies that support adequate recovery time between physically demanding shifts

TRAIN supervisors to recognize behavioral indicators of fatigue or cognitive overload

ROTATE tasks and adjust workloads during periods of high environmental stress

LISTEN and reinforce open communication practices that encourage workers to report fatigue or mental strain early

Supporting Mental Well-Being on the Jobsite

While heat and fatigue often receive the most attention during the summer months, mental well-being is increasingly recognized as another important factor shaping workplace safety. Demanding schedules, physically intensive labor, and high-risk environments can place sustained pressure on workers, sometimes affecting concentration and decision-making in ways that are not always immediately visible.

continues to highlight this connection, noting that workplace stress and mental health challenges can strongly influence productivity and overall safety performance—particularly in industries where employees must maintain a focused and constant situational awareness.

In response, many organizations are strengthening jobsite practices that support both psychological well-being and operational safety, including:

• Supervisor awareness and behavioral observation, helping frontline leaders recognize early signs of distraction, stress, or cognitive overload that could affect safe performance.
• Open communication and peer support, creating an environment where workers feel comfortable raising concerns early—without stigma or hesitation.
• Thoughtful job planning and realistic scheduling, helping reduce unnecessary pressure that can compound fatigue and mental strain on the jobsite
• Access to confidential , including employee assistance programs and mental health services promoted through workplace health initiatives.

Building a Stronger Safety Culture

Creating safer jobsites is about more than policies or compliance—it’s about culture. When organizations pay attention to the conditions that workers face each day, they reinforce a simple but powerful message: people come first.

“The organizations that consistently perform well understand that safety isn’t just about policies or compliance—it’s about people,” said Yakicic. “When we pay attention to the conditions workers face, we create environments where employees can stay focused, support one another, and perform at their very best.”

As warmer months approach and workloads intensify, preparation and awareness help crews stay focused, resilient, and ready to work safely.Ěý For more practical strategies and expert insights to help strengthen your safety program, visit ĚÇĐÄ´«Ă˝.com.

Even in periods of strong growth, construction remains shaped by constraints. Workforce shortages persist, timelines shift, and operational risk is constant. Safety, in particular, remains central to every project. Construction accounts for roughly —more than any other industry—reinforcing how much depends on preparation, communication, and leadership at every level.

It is within this environment—defined by consequence, responsibility, and sustained demand—that more women are choosing to build their careers.

Recent statistics paint a promising picture of growth and inclusion in the construction workforce.Ěý, construction employment grew by an impressive 133,000 jobs—with women contributing 18,000 of these new positions. This means that approximately 1 in every 7 construction jobs, or just over 14% of the workforce, is now held by women. Even as the industry navigates fluctuations in job openings—from a record high of about 450,000 early in the year to around 300,000 by September—the steady influx of talented women helps ensure that the sector remains vibrant, resilient, and full of opportunity.

A Proven Legacy

Women in Construction Week, held annually during the first full week of March, was established in 1998 by the , to recognize that evolution. NAWIC itself began decades earlier, in 1953, when women working in construction formed an organization to support advancement in a field where opportunity was often limited.

Since then, the industry has changed dramatically—but its demands have not softened. Construction continues to require technical expertise, operational discipline, and leadership capable of managing inevitable uncertainty. Projects can unfold over months or years, shaped by variables that cannot always be predicted; stability depends on people who can sustain focus and make sound decisions over time.

The growing presence of women across construction roles—from project management and engineering to safety leadership and skilled trades—reflects the industry’s ongoing adaptation to those realities. Their contributions strengthen the workforce not simply by increasing its size, but by reinforcing its capacity for coordination and long-term continuity.

Safety, Stability, and the Work Behind the Work

Safety improvements across the construction industry have come through sustained effort—through safety training, planning, and a stronger understanding of risk. While the work remains inherently demanding, progress over time reflects the impact of leadership committed to protecting workers and strengthening operational discipline.

“Women in construction bring a unique blend of resilience, intuition, and care to some of the toughest work out there. Every day, women help shape safer environments and stronger teams by showing up with focus and compassion,” said Ashley Parker, Risk Management Manager at ĚÇĐÄ´«Ă˝. “It’s an honor to be part of a community of women who continue to elevate the construction industry and the people who depend on it.”

For construction businesses, maintaining that stability requires more than internal effort. It depends on partners who understand how projects unfold in real conditions—helping identify risk early, respond when circumstances change, and support continuity over the life of the work. This need has grown more pronounced as and projects have become more complex, increasing the importance of proactive risk management and coordination across teams.

ĚÇĐÄ´«Ă˝ has long partnered with construction businesses and the agencies who serve them, providing risk management expertise and claims support that help organizations navigate uncertainty and keep projects moving forward. That partnership supports construction professionals not only when disruption occurs, but in the day-to-day effort required to operate safely and meet their commitments.

Construction has never been defined solely by the structures it produces, but by the people willing to take responsibility for building them—and by the partnerships that help sustain that work. recognizes those professionals whose proven strength continues to shape an industry essential to how our communities function and grow.

To learn more about ĚÇĐÄ´«Ă˝â€™s construction expertise and agency partnerships, visit our website. You can also explore Women in Construction Week^® events, helpful resources, and unique industry perspectives at:

The information provided in this article does not, and is not intended to, constitute legal or financial advice; instead, all information, content, and materials contained in each article are for general informational purposes only.

Radon is a naturally occurring radioactive gas released from soil and rock. It moves upward through the ground and enters buildings through foundation cracks, floor drains, sump pits, and utility openings. Once inside, it can accumulate—especially in lower levels or enclosed spaces—and long-term exposure carries serious health consequences.

Health officials radon contributes to about 21,000 lung cancer deaths each year in the United States, making it the second leading cause of lung cancer overall and the leading cause among people who have never smoked.

Where Time Indoors Shapes Risk

Radon risk is less about job title and more about time spent inside buildings.

Healthcare professionals working extended shifts. Manufacturing teams operating near ground level. Construction crews occupying newly enclosed or temporary structures as projects progress. In each case, exposure potential increases simply because people are present for long stretches in spaces where radon can build up.

Environmental data that nearly 1 in 15 U.S. homes has elevated radon levels, and similar conditions have been documented in schools, hospitals, offices, and industrial facilities across all 50 states. Radon levels can vary widely—even between buildings next door to one another—making testing the only reliable way to understand risk.

A Hidden Risk That Builds Over Time

Radon’s impact isn’t immediate. Its risk grows gradually, over years of exposure, which is why public health experts emphasize early identification and control.

To put the risk in human terms: for every modest increase in long-term radon exposure, the chance of developing lung cancer rises noticeably. International health authorities that sustained exposure at higher levels can raise lung cancer risk by roughly 15–20%, depending on duration and concentration—similar to adding another long-term health risk into the environment where people spend much of their working lives. From a workplace perspective, that makes radon a measurable and manageable risk—especially when addressed early.

“Radon often comes into focus during renovations, expansions, or changes in how space is used,” said Eric Austin, Risk Management Expertise at ĚÇĐÄ´«Ă˝. “Those moments create a natural opportunity to test, assess, and address exposure as part of a broader safety conversation.”

From Testing to Confidence

Public health guidance is consistent on one point: testing is the only way to know radon levels. Short-term tests offer an initial snapshot, while long-term testing provides a clearer picture of ongoing exposure. Radon exposure at work most often occurs in areas closest to the ground—such as basements and lower levels—particularly where ventilation is limited. Because radon has no smell or visible warning signs and levels can change over time, periodic testing of occupied ground-level spaces is essential.

When elevated levels are identified, proven mitigation techniques—such as improved ventilation or sub-slab depressurization systems— indoor radon levels by as much as 99% when properly designed and installed. Reviewing test results against established action levels helps organizations determine when these straightforward steps can significantly reduce exposure and protect employees’ long-term health.

At ĚÇĐÄ´«Ă˝, Risk Management teams help agents and policyholders consider environmental risks like radon alongside more familiar workplace hazards. That may include guidance on when testing makes sense, how to interpret results, and how indoor air quality fits into broader risk management strategies for construction, manufacturing, and healthcare operations.

This is where awareness turns into confidence—and prevention becomes practical.

A Week to Reassess What Matters

Radon Awareness Week is a reminder that workplace safety extends beyond what’s visible or immediate. It includes the conditions people experience every day, over time, inside the buildings where work gets done. Organizations that address radon proactively protect long-term health, strengthen trust with employees, and demonstrate leadership that looks beyond the obvious.

To learn how ĚÇĐÄ´«Ă˝â€™s Risk Management experts can help you assess and address radon risks in the workplace, visit ĚÇĐÄ´«Ă˝.com or connect with your Risk Management expert.

The information provided in this newsletter does not, and is not intended to, constitute legal or financial advice; instead, all information, content, and materials contained in each article are for general informational purposes only.

Most workplace injuries don’t come from rare, catastrophic events. They often occur in familiar moments — climbing a ladder, servicing equipment, moving materials, or working at height on a busy day. When pace and routines speed up, even the strongest safety practices can lose focused attention.

That reality is reflected in this year. For the 15th straight year, fall protection leads the list, followed by hazards tied to everyday work across construction, manufacturing, and healthcare environments.

Taken together, these citations paint a clear picture of where risk continues to surface in routine work — not because safety is ignored, but because it can be challenged by changing conditions, time pressure, and familiarity.

Focused on Where Risk Shows Up

1. Fall Protection – 5,914
2. Hazard Communication – 2,546
3. Ladders – 2,405
4. Lockout/Tagout – 2,177
5. Respiratory Protection – 1,953
6. Fall Protection Training Requirements – 1,907
7. Scaffolding – 1,905
8. Powered Industrial Trucks – 1,826
9. Eye and Face Protection – 1,665
10. Machine Guarding – 1,239

These patterns align with broader national injury trends. Recent federal labor that falls, overexertion, and contact with equipment continue to account for a significant share of serious workplace injuries and days away from work — disrupting operations and affecting workers across industries.

Where Focus Becomes Action

Organizations that see progress treat this list as a working guide. They stay close to how tasks are performed, refresh training as conditions change, and reinforce expectations before issues arise. That might mean revisiting ladder setup and inspections after schedules shift, reinforcing lockout/tagout procedures during maintenance periods, or re-emphasizing fall protection as crews rotate or job sites evolve.

That same approach shapes ĚÇĐÄ´«Ă˝â€™s engagement across the safety landscape — including active participation alongside organizations like the (NSC), where emerging research, real-world data, and field-tested solutions help inform how safety is practiced — not just documented.

“OSHA’s Top 10 doesn’t surprise many of us—but it does remind us where risk continues to surface,” said Ashley Parker, Risk Management Manager at ĚÇĐÄ´«Ă˝. “Most hazards emerge in everyday work, not isolated events. When leaders pair national insights with what front-line workers are actually experiencing, prevention becomes proactive instead of just compliant.”

Looking Ahead

OSHA’s Top 10 list offers clarity — not as a compliance exercise, but as a reminder of where focused attention delivers the greatest return. Each category represents an opportunity to strengthen habits, protect people, and support steady operations. When prevention is built into how work actually happens, these insights help organizations focus their efforts where they matter most.

ĚÇĐÄ´«Ă˝â€™s Risk Management experts work alongside agents and policyholders to translate these insights into practical, site-specific action—drawing from field experience, national safety research, and like those outlined in OSHA’s construction and general industry regulations

To learn how ĚÇĐÄ´«Ă˝â€™s Risk Management team can help strengthen your safety program, reach out to your ĚÇĐÄ´«Ă˝ Risk Management expert.

Yet the businesses that fare best each winter aren’t simply lucky. They succeed because they prepare early, respond quickly, and build habits around treating winter slips and falls not as inevitabilities—but as preventable, manageable risks.

Below is a winter safety framework designed to empower organizations to stay ahead of the season, protect their people, and reinforce the kind of operational resilience that pays dividends long beyond the thaw.

Stronger Practices

1. An Emergency Response TeamĚý

When winter weather shifts, the timing matters. Conditions can deteriorate in minutes, not hours, and risk escalates just as quickly. Organizations that designate a —even a small one—gain a decisive advantage.

This team monitors live updates from the and regional forecast offices, watching for winter storm warnings, freeze advisories, and wind chill alerts that directly correlate with elevated slip-and-fall hazards. Their role is simple but powerful: communicate early, activate protocols quickly, and give leadership real-time situational awareness.

“Winter safety starts long before anyone steps outside,” says Scott Pike, Risk Management Expertise Specialist at ĚÇĐÄ´«Ă˝.

“When your organization pays attention to the early indicators—dropping temperatures, shifting forecasts, the first signs of refreeze—you’re able to get ahead of the conditions instead of being caught off-guard. That kind of preparation isn’t complicated; it’s simply paying attention in a way that makes everyday movement safer for everyone.”

2. Winter-Ready Buildings

Ice doesn’t appear out of nowhere—it forms from runoff, refreeze, poor drainage, and unseen wear-and-tear. A seasonal inspection can reveal the small issues that create the biggest risks. A strong winter readiness check should cover:

• Handrails that stay steady when everything else is slick. Stable rails reduce injury severity and remain a core expectation within federal safety guidelines.
• Gutters and downspouts that move water away—not onto—walkways. Blocked or damaged gutters can send water straight onto walking paths, where it refreezes into black ice by dawn.
• Drains kept clear of leaves and debris. Clogged drains allow meltwater to pool across sidewalks and entryways, freezing into wide, nearly invisible sheets.
• Exterior lighting that turns dark corners into safe pathways. Adequate illumination is one of winter’s greatest risk-reducers, emphasized across federal and state safety recommendations.

These aren’t dramatic fixes—but they are deeply effective. Winter safety is strengthened long before the first snow arrives.

3. Snow & Ice Removal

When snow piles up, the clock starts. Delayed removal leads directly to injury spikes, access problems, and business disruptions. A strong winter safety program includes:

• Clear access for emergency crews: Hydrants, standpipes, and hose connections visible and unobstructed for rapid response. Snowdrifts shouldn’t hide lifesaving equipment.
• Salt, sand, and traction materials stocked at every entrance: Quick access to traction agents allows staff to address developing hazards before slip-and-falls occur.
• Well-maintained interior mats and clear “Wet Floor” signage: Water-absorbent mats can prevent the tracked-in meltwater that often leads to lobby falls. Curled or bunched mats—common in winter—should be replaced immediately to avoid trip hazards. Floor mats inside of doors that are saturated with water should be replaced often, and water on the floor around the mats should be mopped up regularly.
• Emergency exits: Emergency and secondary exits must be checked to make sure that ice on the exterior does not keep the door from opening. Sidewalks from emergency exits should be kept clear of ice and snow as this can slow emergency egress from the building.

These show-not-tell practices help employees and visitors see that safety is not an annual campaign—it’s a daily choice. Each action reinforces a culture where winter hazards are handled with intention, not reaction.

“Many winter slip-and-falls happen in the everyday areas of operation—entryways, curbs, loading zones, the walk from the parking lot,” Pike notes. “When these spaces are cleared, drained, and well-lit, people instinctively move with more confidence.”

“It’s not always about big interventions—it’s about the consistent care that prevents the small hazards from becoming bigger ones.”

Looking Ahead

Winter doesn’t have to weaken operations or morale. With a thoughtful plan, consistent inspections, and proactive mitigation, organizations can dramatically reduce slip-and-fall incidents and create safer, more confident pathways for employees and guests.

At ĚÇĐÄ´«Ă˝, we partner with businesses across construction, manufacturing, and healthcare to strengthen their winter safety strategies, reinforce day-to-day readiness, and build cultures that move with intention—even when the ground beneath them is unpredictable.

To explore more or connect with an ĚÇĐÄ´«Ă˝ Risk Management professional, visit our website.

The information provided does not, and is not intended to, constitute legal or financial advice; instead, all information, content, and materials contained in each article are for general informational purposes only.

Those aren’t just numbers—they’re the measure of a company that has built safety into its foundation. In an industry where is a constant, has achieved something pretty extraordinary: more than two decades without a lost-time injury.

Let’s put that into perspective: That is over 3.2 million hours—1,150+ weeks, spanning 22 years—without a lost-time case. And if that weren’t impressive enough, Hood Construction has also logged nearly 400,000 additional hours—almost two years—without a single recordable incident. This prevention record represents significant savings, but the deeper value lies in workers returning home safe, day after day, year after year.

Building it the Right Way

When Mark Hood entered the construction business nearly four decades ago, he saw an industry somewhat at odds with itself. Contractors often spent more time competing with one another than collaborating, and too little attention was given to what clients truly needed.

He decided to take a different path, founding on a simple principle: Build it the right way, everything else will follow. His vision was to create a company where collaboration replaced competition, where people mattered as much as projects, and where safety was more than compliance—it was culture.

That decision has shaped the Hood Construction we know today—recognized for projects ranging from houses of worship to centers of learning, including some of South Carolina’s . Yet its most remarkable achievement is not measured in the brick and mortar, but in the safety and strength of its people. Mark Hood has built a company where employees stay and grow, where trade partners are treated as extensions of the team, and where collaboration drives not only great buildings, but lasting outcomes.

“What makes Hood unique is how safety is integrated into every level of the organization,” said Kevin Clary, ĚÇĐÄ´«Ă˝â€™s Vice President of Risk Management. “They don’t treat it as a box to check. It’s a culture of shared responsibility, reinforced through training, planning, and collective effort across the company. When safety is lived this way, results like theirs become possible.”

Building Safety, Building Trust

From the beginning, Hood Construction’s success was rooted in relationships built on trust and shared purpose. That approach carried from the jobsite into every aspect of the business, drawing in people who shared Mark Hood’s belief that safety and integrity are inseparable.

“A little over 35 years ago, I met with Mark Hood at a job site in Columbia, SC and wrote the first insurance policy for Hood Construction Company,” recalls John Babson, Insurance Sales Representative at . “We actually did all the paperwork on the hood of Mark’s pick-up truck.”

“Even then,” he says, “Mark was hands-on, hanging doors and windows himself, while making safety a top priority. That commitment hasn’t changed—it’s only grown stronger.”

What Babson saw in those early years—a company unwilling to take shortcuts when people’s well-being was at stake—still defines Hood’s approach today. Over time, the principle of Build it the Right Way has become less of a motto and more of a way of life, carried forward through the right training, a common purpose, and the expectation that every decision should protect the people behind the work.

When Babson recently congratulated Kevin Hooker, Hood Construction’s Director of Safety and Training, on the company’s remarkable record, Hooker’s response revealed just how deeply that ethic runs: “This is not enough. Until we eliminate all safety issues from every job as exposed to every employee – our efforts need to continue.”

A Culture of Safety

Construction continues to remain one of the most hazardous industries. that one in five workplace deaths occur in construction, with falls accounting for more than a third of that number. The CDC that poorly designed work environments and unsafe conditions often remain among the leading drivers of musculoskeletal injuries and fatalities. Against that backdrop, Hood’s safety record is nothing short of remarkable.

“At Hood Construction, everyone is responsible for safety,” explains Hooker. “From our president and project managers to the person pushing a broom, each individual has the authority and moral obligation to stop work if something looks unsafe.”

That sense of ownership begins on day one. New employees are trained not just in OSHA requirements, but in real-world recognition: studying hazard photos, analyzing how incidents occur, and discussing how to prevent them. The company mantra of Know Safety + No Hazards = Zero Recordables, is not a slogan but a daily discipline.

“A big part of that comes from Kevin Hooker’s approach to safety—his focus is on educating employees and making sure they understand the why behind the rules and regulations, not just that they’re told to follow them,” says Justin Nance, Senior Risk Management Consultant at ĚÇĐÄ´«Ă˝. “There’s also a lot of collaboration and preplanning between project managers, superintendents, and safety leadership.”

“Every time I’ve visited a jobsite, Kevin and a superintendent have taken the time to walk me through their reasoning behind the safety controls they’ve put in place,” Nance explains. They typically exceed OSHA standards, and it’s clear that they genuinely care about everyone onsite.”

Leading by Example

Leadership at Hood Construction understand that culture is modeled, not mandated. Each year, is dedicated to spotlight issues like trenching, fall protection, and mental health. Crews gather for daily meetings and to walk jobsites, a reminder that safety belongs to everyone on the job.

The practice continues year-round. Sites with top inspection scores are monthly, not so much as a reward for avoiding incidents, but as a celebration of proactive prevention — of teams who are able to spot problems early and fix them quickly. A hazard noticed is a hazard resolved. It’s a simple practice, but over time it has shaped how Hood builds: carefully, deliberately, and always with people in mind.

A Legacy of Safety

Hood’s success story isn’t a milestone to rest on; it’s a reflection of daily choices made by people who take their responsibility to one another seriously. It’s proof that when care becomes habit, safety becomes culture—and culture becomes legacy. The partnership between Hood Construction, Propel Insurance, and ĚÇĐÄ´«Ă˝ reflects what’s possible when companies work together with shared intent—protecting people first, and trusting that the results will follow.

At ĚÇĐÄ´«Ă˝, that belief runs deep. We see safety as more than compliance—it’s about creating workplaces where people can do their best work and return home safely at the end of each day. We also know that the safest workplaces don’t happen by chance—they’re built through collaboration, care, and expertise. To discover how ĚÇĐÄ´«Ă˝ helps organizations turn that vision into reality, visit our page.