When a project is on the line, the safety of every person on site becomes a shared responsibility.
General contractors depend heavily on subcontractors for specialized tasks. But while budgets and timelines are tightly managed, subcontractor safety often doesn’t receive the same level of attention—or accountability.
It’s easy to assume a subcontractor’s own safety record or policies are enough—until a near-miss or incident proves otherwise. The reality is that safety isn’t something you can fully outsource. If subcontractors are on your site, their safety performance is your responsibility.
Managing subcontractors for better safety outcomes requires moving from a passive, hands-off approach to a proactive, hands-on partnership. It requires planning ahead, tracking risks in real time, holding teams accountable, and engaging leadership at every level to drive a strong safety culture.
Here’s how contractors can take a proactive stance to prioritize subcontractor safety before incidents happen.
FROM REACTIVE TO READY
Instead of reacting to accidents after the fact, leading contractors integrate proactive safety management into every phase of a project, beginning before subcontractors set foot on site.
In pre-construction meetings, involve subs in identifying potential hazards and planning mitigations from the kickoff. Set clear expectations upfront and include specific safety requirements in contracts. Require site-specific safety plans and align crews with your protocols from day one.
Key elements of a proactive safety approach include:
Early Planning: Conduct safety planning with all subcontractors before work begins. Identify high-risk activities and outline preventive measures together.
Safety in Contracts: Include clear safety obligations in subcontractor agreements, such as required training certifications, and use of proper protective equipment.
Ongoing Communication: Hold regular safety meetings and toolbox talks with subcontractors. Continuous communication keeps safety top of mind and allows workers to raise concerns early.
This proactive approach, coupled with open communication, ensures potential issues are caught early and instills a safety-first mindset across all teams on site.
IMPROVING RISK VISIBILITY
Another key to better subcontractor safety is full visibility into on-site risks and behaviors. Risk visibility means real-time awareness of what’s happening on the ground—from near misses and minor incidents to unsafe actions.
Simply relying on lagging indicators like past incidence rates to understand a subcontractor’s risk is not enough; you must track leading indicators and subtle warning signs to spot trends early and act on them.
Use a centralized reporting system for subcontractors to log all incidents, observations, and inspection results. Aggregating daily reports, inspections, and near-misses in one place makes it easier to identify patterns. For example, if several crews report trip hazards in the same area, centralized reporting software can enable you to address the problem before a serious fall occurs.
Some GCs conduct joint safety walks with subcontractor supervisors so both parties observe site conditions together and share feedback. The goal is transparency. Subs should be encouraged to report issues rather than hide them.
With improved risk visibility, general contractors can spot recurring problems or at-risk behaviors and take corrective action before they escalate.
Contractors can track near-misses, inspection findings, and safety meeting attendance to evaluate each subcontractor’s safety performance, not just their injury count.
Real-time visibility into subcontractor safety allows you to manage risk proactively and avoid costly surprises.
HOLDING SUBCONTRACTORS ACCOUNTABLE
Top contractors make it clear that every subcontractor on site must meet the same high standards. It starts with clear expectations.
Contracts and kickoff meetings should spell out safety requirements. These should then be monitored through regular inspections and audits. If workers are seen bypassing PPE requirements or other rules, address it immediately. Consistent enforcement shows that safety rules apply to everyone without exception.
Safety should also be incorporated into subcontractor evaluations. Track each subcontractor’s safety record, including incidents, violations, programs, and management systems.
Discuss these evaluations in progress meetings. Celebrate successes and address areas for improvement. Some GCs even tie incentives or future work opportunities to a subcontractor’s safety performance.
To promote accountability, lead by example. Ensure your staff and supervisors model the safety behaviors expected from everyone on site. This demonstrates that all parties are held to the same standard.
Keep a log of safety infractions and near misses for each subcontractor. Provide feedback or warnings when needed and require subs to correct issues promptly.
Recognize good performance; accountability isn’t only about discipline. Publicly praise subcontractors who consistently follow safety protocols or make safety improvements. Positive reinforcement builds commitment and motivates others.
When subcontractors are held accountable in a fair, transparent way, they take ownership of their crew’s safety. They become partners in the safety mission rather than vendors simply checking a box. Over time, this shared responsibility elevates safety performance across all projects.
Owners, foremen, or safety officers should actively participate in safety meetings. The key is demonstrating they care about their crew’s well-being and meeting your safety standards.
SAFETY STARTS AT THE TOP
Even the best safety plans can falter without strong leadership support. Leadership engagement is vital—not only within subcontractor firms but also in your own organization. When executives and project leaders visibly participate in safety initiatives, it shows that safety is a core value, not just lip service.
In practice, company executives and project managers should regularly visit job sites to talk about safety with subcontractor crews. Something as simple as joining a morning safety huddle demonstrates commitment.
Leaders must also allocate the resources needed for safety. Whether investing in better protective gear, scheduling extra training, or adjusting project timelines to address hazards.
Engaged leadership creates a trickle-down effect. Workers notice when leaders consistently show up for safety and celebrate successes. This top-down emphasis aligns GC staff and subcontractor teams toward an injury-free worksite.
Construction is a team sport. That team extends beyond your direct employees to every subcontractor and crew on the job. Achieving excellent safety performance requires vigilance, planning, and sometimes tough conversations, but it is absolutely achievable with a proactive approach.
about the author
Dave Tibbetts is chief safety officer of Highwire. With Highwire, safety professionals understand their contractors’ leading, lagging, and behavioral safety indicators without expensive and irrelevant assessments. For more, visit www.highwire.com.