Choosing a construction firm with a strong and successful safety program has never been more indicative of a project’s success than it is today. With ever‑evolving project timelines and increasingly demanding schedules, safety can often take a back seat instead of being the driver of a project. But what does “success” in safety really mean? For some, it might be lowering their EMR or recordable incident rate, while others might point to the implementation of new technology. While many factors contribute to a safety program’s performance, there is nothing more influential than the people and culture that surround it.
Safety as a People-Driven Practice
At Ideal Contracting, safety has always been about people—and how we, together, drive forward the vehicle that is safety. Everyone within our organization understands that safety must be a collaborative and unified effort. Without consistent and firm commitment from leadership on down, the values we hold in safety will never be fully reflected in the field. Project safety management at its core involves enforcing a program, but enforcement alone is never enough. You cannot effectively manage safety without buy‑in and clear communication of what you are doing and why you are doing it. Success requires building real connections with people and understanding the many different ways to communicate with them.
This belief is central to how we build our project teams. We ask important questions: What are the personality types of our people? What experience do they bring? How will their strengths complement one another? From an operational standpoint, selecting a team that works in unison is critical to carrying out a safety program that protects everyone. We take this seriously across all projects, whether executing large, intricate steel erection packages or managing diverse general contracting work across the country.
Building Teams That Strengthen Safety Culture
As a leader of safety at Ideal, one thing I’m proud of is how we present ourselves to our customers and how that reputation is received. We are known for placing our highest priority on safety, and because of that, we aren’t asked, “Why are you doing this?” or “Why is this important?” Instead, the conversations focus on our commitment to safety and how we bring that commitment to every aspect of our work. Our team truly believes Ideal Contracting’s safety program surpasses that of some of our customers, and that’s not a jab; it’s the product of intentional cultivation and unwavering expectations. We empower our teams to take a 360‑degree view of every aspect of their work. And if there is ever a question about safety on a project, we will shut down operations immediately, even when serving as a subcontractor. There is not a single scenario where we will prioritize anything over employee safety.
Empowering Teams to Make Safety-First Decisions
This philosophy proves its value on large‑scale projects, where safety is not just a set of rules, but a force that shapes outcomes from start to finish. One moment in particular highlights the power of a proactive, transparent safety culture on a project. A contractor reported losing a load while using a roof davit, an incident that, on many jobs, might have gone unnoticed or unreported. As part of our near‑miss reporting program, we thoroughly investigated and discovered that the davit arm cable had been installed incorrectly. This single finding led to a nationwide replacement of davit arms across the contractor’s entire fleet, preventing potential catastrophic failures not only on our project, but across jobsites throughout the country. One honest report prevented injuries, protected property, and strengthened the industry.
Safety leadership also defines how teams navigate complex logistics—tight sites, overlapping trades, crane operations, and constant movement of materials and people. These environments demand seamless communication, and strong safety processes become strategic advantages. When a project manager identifies a logistical risk, it isn’t siloed. It is immediately communicated to superintendents and safety personnel so the team can coordinate early and effectively. This collaborative problem‑solving reduces rework, minimizes disruptions, and helps protect the schedule.
Integrating Safety from Pre-Bid to Project Completion
Most importantly, safety planning begins long before anyone steps onto the jobsite. It starts the day a project is awarded, with early pre‑task planning, identifying high‑risk scopes, and aligning the full project team to build synergy. Even during pre‑bid phases, our estimators partner with our safety professionals to identify risks, budget appropriately, and communicate clear, responsible strategies to our customers. This early integration ensures we are anticipating hazards before they become reality.
By leading with safety, we build projects that run smoother, teams that work stronger, and environments where every worker is confident, informed, and protected. That is what safety leadership looks like at Ideal Contracting, and that is why it will always be the cornerstone of our success.
Josh Duey is the Vice President of Ideal Contracting’s Safety Group, responsible for planning, implementing, and overseeing the company’s corporate safety program. A respected leader in the industry, Josh plays a key role in driving Ideal Contracting’s award-winning safety culture. He leads safety education initiatives and conducts in-depth incident investigations to implement corrective actions and prevent future risks.
Josh Duey
Vice President of Safety Group
