Health and safety excellence is not created by procedures alone. It depends on the everyday behaviours, commercial decisions and working conditions that allow people across a fragmented supply chain to succeed together.
A recent Constructing Excellence discussion with Peter McGettrick, chair of the British Safety Council, explored how the sector can move beyond compliance and build cultures in which people feel able to challenge, report concerns and learn.
Culture is what happens when nobody is watching
Policies and standards matter, but behaviour is shaped by what sits beneath the surface: beliefs, pressures, resources and leadership signals. A shortcut may reflect an unrealistic programme; silence may reflect fear of blame; under-reporting may show that people do not trust the response they will receive.
The strongest projects therefore establish clear, observable behaviours for everyone—from clients and consultants to contractors and subcontractors. Leaders must listen, ask curious questions and thank people for raising concerns. When reporting rises after a culture change, that may reveal greater openness rather than worsening performance.
Procurement sets the conditions
The conversation repeatedly returned to cost and time. If tenders are overwhelmingly evaluated on price, while enhanced inductions, leadership walk-rounds and collaborative learning are absent from the scope, bidders receive a conflicting message. Clients should make health and safety a visible, properly resourced and non-negotiable part of procurement—not an assumption added after appointment.
This consistency must continue through every tier. Participants described how expectations can become diluted through subcontracting, particularly for smaller firms and sole traders facing programme pressure, limited support or late payment. Shared project charters, behavioural audits and framework requirements can help turn commitments into daily practice.
Safety includes mental health
The discussion also stressed that physical safety and mental wellbeing cannot be separated. Construction workers remain at heightened risk of poor mental health, while work pressures, financial insecurity and a culture of appearing “fine” can prevent people from seeking help. Support must therefore extend beyond training badges to evidence of prevention, trusted conversations and effective help following serious incidents.
The latest HSE figures underline why sustained attention matters: construction recorded the highest number of worker deaths in Great Britain in 2025/26, with 25 fatalities. Mates in Mind also reports that construction workers have faced a suicide risk 3.7 times the national average. Safety leadership must protect both body and mind.
Next Steps
Constructing Excellence will explore bringing framework providers together to share how they embed consistent health, safety and wellbeing outcomes. A collective industry voice can expose the gap between stated ambition and lived experience—and help clients, leaders and supply chains close it.
