In the industry, health and safety measures are all too often implemented retrospectively, in response to an incident or alarming statistics on fatalities or occupational illnesses. Rather than waiting for an unfortunate event, it is essential to adopt a comprehensive risk management approach, inspired by best practices observed elsewhere in Canada. This approach includes the proactive analysis of potential risks, the establishment of simple and standardized procedures, the implementation of regular inspections and audits, as well as ongoing training and awareness initiatives.

The CNESST regularly introduces new standards without necessarily consulting project managers or general contractors. The result: these new standards generate unforeseen costs, underestimated collateral effects, and a constant need for rapid adjustments. The CNESST should establish sector-specific committees and organize public consultations with industry stakeholders to ensure a realistic and sustainable implementation of these standards. Meanwhile, key players must stay informed of the latest requirements, collaborate with all stakeholders, develop standardized solutions, and demonstrate flexibility and adaptability in response to these changes.

Even with basic training and ongoing specialized training, each individual perceives risk differently. And, much like speed limits on the road, some people consciously choose not to follow the rules.

Innovation in occupational health and safety must be a shared priority at all levels of the organization. Actively involving personnel is essential: they are the ones with field experience and the ideas that can lead to real improvements. Let’s not forget: it is their health and safety that are at stake. But their engagement alone is not enough: the solutions they propose must be supported, implemented, standardized, shared, and above all, rigorously applied by their company.

Health and safety do not rest solely on the shoulders of workers, far from it. A company’s senior leadership must also be actively involved in enforcing and monitoring compliance. At JCB, our Vice President of Construction Operations regularly visits all sites to personally identify potential risks. Each identified risk is immediately addressed with superintendents and OHS coordinators to ensure a prompt and appropriate response. We have no doubt that this direct and consistent involvement from a senior executive not only provides a strategic perspective on health and safety but also sends a strong signal about the importance of the issue to the company.

Superintendents and foremen who lead the sites must also take part in the discussion through weekly meetings where successes observed on the ground, innovative methods implemented, noted lapses, and new regulations to be integrated into practices are discussed. Their field perspectives are essential to any functional strategy.

Finally, organizing an internal health and safety committee is crucial to carefully analyze audits conducted by the prevention mutual and CNESST inspection reports. When a shortcoming is identified, concrete corrective measures are implemented: info-directives, procedure reminders, or targeted training adapted to the situation.