This session is designed for: Owners and executives of contracting companies ($10M–$20M+), Operations and project leaders, Safety managers and administrators, Anyone responsible for controlling serious risk in the field.

Purpose – To help leaders focus safety efforts on the small number of high‑risk tasks that drive most serious incidents, so they can control real risk instead of diluting effort across every hazard.

Why This Session Exists – Most safety programs treat all hazards as equal, adding more rules, forms, and training in an attempt to manage risk, which often increases complexity, resistance, and confusion while leaving critical tasks under‑controlled.

Outcome – You’ll leave with a clear way to think about serious risk, a practical filter for identifying the few critical tasks that actually matter, and a focused path to protect people, schedules, margins, insurance outcomes, and reputations—without overcomplicating your safety system.

This session is designed for: Owners & Executives, Safety Managers & Administrators, and Supervisors & Foremen.

It addresses the single biggest structural failure in safety management: supervisors are legally, operationally, and culturally accountable for safety—yet rarely managed that way.

Purpose – To reset how safety accountability works in your organization by moving real ownership into the hands of supervisors—the people who actually control work, pace, and pressure—so safety protects people, profit, and credibility instead of sitting on the safety department’s shoulders.

Why This Session Exists – Most safety programs fail not from lack of care, but because accountability is misplaced: supervisors are legally and operationally accountable for safety, yet often managed as if safety is someone else’s job, creating a gap that drives injuries, claims, rework, and delays.

Outcome – You’ll leave with a practical model to move safety ownership out of the office and into the field, hold supervisors accountable without blame or burnout, define exactly what they are and are not responsible for, embed safety into performance management alongside quality and schedule, and stop confusing “support” with removal of responsibility—so that if safety is owned anywhere, it is owned where it matters most.

Participants leave saying: “I finally understand how to make supervisors accountable for safety— without burning them out, blaming them, or dumping more paperwork on them.”

Management of Work at Heights with Wayne Donnelly