01-27 GENERALS WINTER25 FINAL EDIT (JAN 25) - Flipbook - Page 4
CHAIR’S MESSAGE
BEYOND COMPLIANCE
Leading the Next Chapter in Construction Safety
By GREG BROKENSHIRE, OGCA Chair
AFETY HAS LONG BEEN A DEFINING VALUE of
the construction industry in
Ontario, and it’s been central
to the OGCA’s mission since its
inception in the early 1900s. At
a time when formal health and
safety standards were far from common,
the Association recognized that protecting
workers was fundamental to building
a strong, professional, and sustainable
industry — a view that always guides our
efforts. Over the decades, our sector has
worked relentlessly to improve standards,
strengthen systems, and embed safe
practices into the way work is planned and
executed. As a result, Ontario today has
some of the most mature safety programs
in the country — and in many respects,
among the most advanced anywhere.
That progress is something to be proud
of. But maturity also brings responsibility.
The next phase of safety leadership is not
about checking boxes or adding more
rules. It is about how we think, how we
lead, and how we engage on our projects
every day.
S
The next phase of safety
leadership is not about
checking boxes or adding
more rules. It is about how we
think, how we lead, and how
we engage on our projects
every day.
From Compliance to Culture
For most OGCA members, safety is
no longer a new concept or a reactive
obligation. It is embedded in training
programs, site planning, supervision,
and corporate governance. The challenge
now is not whether safety systems exist,
but how effectively they are applied —
especially under pressure.
In a fast-moving project environment,
decisions are made every hour that affect
risk. Schedules tighten, labour availability
昀氀uctuates, and scope evolves. In those
moments, safety culture is tested. Mature
organizations distinguish themselves
by how consistently they apply safety
principles when project pressures
intensify. That’s when leadership matters
most.
The Human Side of Safety
As our industry advances, so must our
understanding of risk. Today’s safety
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challenges are increasingly complex and
human-centred. Fatigue, mental health,
experience gaps, and communication
breakdowns can be just as critical as
physical hazards.
Ontario’s contractors are already
engaging in this conversation. Many are
investing in mental health awareness,
supervisor training, and programs that
empower workers to speak up. These
efforts recognize a simple truth: people
do their best work when they feel safe,
respected, and supported.
This is not a departure from traditional
safety thinking — it is an evolution of it.
Strong safety performance and strong
project performance go hand in hand.
Firms that foster trust and accountability
on their sites see bene昀椀ts in productivity,
quality, and retention.
The Role of the OGCA
In a jurisdiction as advanced as Ontario,
the role of the OGCA is not to tell
members what they already know. It is
to provide opportunities to gather, share,
and elevate. The OGCA is often looked
to as an authority on health and safety
standards in the province, and we take
that responsibility seriously — providing
leadership not only for our members, but
in collaboration with owners, designers,
and government partners. This includes
advocating for a regulatory environment
that supports real safety outcomes, not
just administrative burden. It also means
creating forums where members can
openly discuss challenges, near misses,
and innovations without fear of
judgement. Peer learning remains one of
the most powerful tools available to us.
Events like the upcoming Safety
Summit, along with our broader slate
of safety-focused programming, are
an important part of this effort. These
gatherings allow us to amplify best
practices, share emerging ideas, and
reinforce Ontario’s position as a leader in
construction safety.
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