Safety Leadership in Retail Construction

Why are we talking about Safety?

In our industry, safety is one of the most important conversations we can have.

Construction remains one of the more dangerous environments we work in, and this is especially true in retail construction, where live trading environments, public proximity, and fast-moving programs add layers of complexity. Every year there are serious injuries – and tragically, fatalities. This happens in an industry defined by complexity: multiple (30+) parties coming together, different commercial drivers and arrangements, unfamiliar sites, and usually a new, different and unique project coming together under pressure.

Our role is to lead and shape an environment where everyone can succeed, and in this context, success simply means going home safely, every day.

Sometimes all it takes is a conversation, a moment of focus, or a different perspective to spark meaningful change.

Safety Leadership

Leadership matters. Especially when it’s visible.

Australians have always respected leaders who are prepared to lead from the front, to step onto site, get their boots dirty, and stand alongside their teams.

Recently, we saw an increase in serious incidents across our sites. Some resulted in injury; others were near misses. While we’re relieved the outcomes weren’t worse, we know we cannot rely on luck when it comes to the safety of our people. That’s why we made a conscious decision to show leadership where it matters most – on site.

Each site was visited by a director who addressed the whole workforce in a toolbox talk. Day shift or night shift – it didn’t matter. The message was clear: your safety matters, and every person on site plays a role in it.

Did it make a difference? Early results are very positive, but a sustained impact needs time to assess.  What surprised us was the number of our site teams that reached out afterwards – not just to acknowledge the message, but to thank us for the support.

Our site teams are on the frontline. When things go wrong, they carry the weight. They don’t need a big stick – they already care. What they need is support, backing, and visible leadership.

Trade Leadership Counts

Just like our own teams, tradespeople take their cues from their leaders.

The attitude of a subcontractor’s leadership has an enormous influence on behaviour. When safety is treated as an inconvenience, or something to work around, everyone knows.

If PPE is optional. If SWMS are generic and not discussed. If toolbox talks are rushed or avoided. If compliance is seen as a nuisance – the message is loud and clear.

One trade leader once said: “I don’t expect my men to do anything unsafe – if it needs to be done, I’ll do it myself.” That’s not leadership. That’s normalising risk.

We now formally assess our trades on safety leadership, alongside safety performance. Both measures matter: what happens on site, and the attitude demonstrated by leadership.

Our expectations are rising. Where standards fall short, we will coach and support improvement. But if the trades’ safety leadership doesn’t lift, then that subcontractor isn’t right for us.

It’s a Team Effort

Safety isn’t owned by one role or one title.

As a retail builder, we operate in environments where the stakes extend beyond the worksite. We provide supervision, coordination, and safety support on site. We are present – but we can’t be everywhere.

Our trades make decisions all day, every day. They are the experts in their work, and those decisions matter.

When we analysed the recent increase in incidents, around 70% came down to a choice being made at the coal face, by the workers there and then – often with all good intentions. ‘Meet the program’, ‘Get the job done’, ‘We’re here now’, ‘It’ll cost more to do it another way’. Often the decisions that can have the biggest impact on safety outcomes have already been made. The decisions around methods, equipment and coordination have taken place and those workers at the coalface, with the least amount of influence over those items, are left to deal with the outcomes in the face of the pressures of program and progress. We made our position clear: no shortcut is worth increased risk. There is no expectation to trade safety for time or money. Even our clients respect work done properly and safely.

We asked and sometimes pleaded for people to pause, consider ‘what if’, and not take on risk we don’t need.

Consequences – The Power of “What If?”

In many cases, people hadn’t stopped to fully consider the consequences.

What if I fell?

What if that circuit was live?

What if the operator hasn’t seen me?

What if I’m not properly secured?

When people genuinely stop and ask, “what if?”, better decisions follow.

Worthwhile Work

Not all safety work is created equal.

Paperwork and administration have their place – but they don’t keep people safe on their own.. In fact, overly complex risk assessments and SWMS often lead to disengagement.

Too often, systems are designed with good intent by people removed from the task itself.

We need to cut through. Be present. Focus on what matters. Keep it simple. Remove unnecessary complexity, ambiguity, and length.

Let’s concentrate on the controls that reduce risk.

Culture

Safety culture is talked about often – but it’s just how we work every day.

It’s not about stopping to “do safety”. It’s about safety being embedded in normal decision-making.

That means leadership at all levels. It means teamwork between supervisors and trades. It means worthwhile work. It means pausing to think. And it means choosing not to take on unnecessary risk.

Safety culture doesn’t happen by accident. It must be recognised, valued, and consistently supported.

Rob Doust, Managing Director