At one of the largest semiconductor plant construction projects in the United States, safety is the first order of business 鈥� every single morning. Before any tool is lifted, teams gather to talk through what work is planned, what hazards exist, and whether every person on that crew is prepared for the day ahead.

For decades, this process relied on paper forms, and they served the work well. As projects grew in scale and complexity 鈥� with larger, more diverse workforces and conditions that changed hour by hour 鈥� the need for faster, clearer, and more connected information became essential. Paper-based forms were vulnerable to weather and handling, handwriting wasn鈥檛 always easy to interpret, and information was typically reviewed after the fact, limiting real-time insight for supervisors. Updates could take weeks to make their way back to the field, and the valuable data captured in thousands of daily safety conversations often remained stored rather than actively used to inform future decisions.

We saw this an opportunity to rethink how we approached this process: moving from paper to a digital, field鈥慸riven mobile application that improves understanding, visibility, and responsiveness in real time.

Why Modern Safety Requires More Than Compliance

Today’s construction jobsites are dynamic environments 鈥� workforces are multilingual, conditions shift hourly, and the consequences of missed hazards are immediate. In that environment, a safety process that produces paperwork but not insight is only doing half its job.

The challenge on complex projects has never been a lack of commitment to safety. It has been giving our field teams tools that match the complexity of the work. A paper card filled out in a staging area, translated by a crew member, and collected at end of day belongs to a different era of construction.

The difference between a paper form and a connected digital system is the difference between compliance and insight 鈥� insight that enables timely action and materially improves safety outcomes.

Five Ways Digital Hazard Assessments Improve Safety & Performance

Working alongside craft professionals, we developed a Digital Field Level Hazard Analysis app that allows crews to complete assessments where the work is happening, make real-time updates as conditions change, and automatically save entries with electronic signatures for accountability. This tool improves performance in five important ways.

1. Higher-quality inputs with less friction. Voice-to-text capability allows crew members to describe hazards verbally 鈥� with their gloves on. Guided workflows ensure nothing critical gets skipped. The result is more accurate, more complete assessments 鈥� not because we added requirements, but because we removed obstacles.
2. Real-time visibility for field leaders. Geo-location technology displays completed assessment on a live site map. Supervisors can see where the work is happening, identify where active hazards have been flagged, and direct oversight where it is needed most 鈥� in real time, not after the fact.
3. Smarter workforce readiness. The app integrates directly with 91制片厂鈥檚 training and qualification data. Before work begins, supervisors can see whether crew members have the certifications required for their assigned tasks 鈥� including whether training records are outdated or expired. Gaps that previously only surfaced after an incident now surface before the work starts.
4. Instant agility when requirements change. Under the paper system, even a minor update required redesigning, printing, and distributing thousands of assessment cards 鈥� a process that could take weeks. With the digital tool, updates are live across the site by the following morning. That responsiveness has been one of the most significant drivers of field adoption, reinforcing that feedback leads to action.
5. Stronger communication across a diverse workforce. On this project, a predominantly bilingual workforce meant critical safety conversations often depended on working with a translator. The digital tool鈥檚 instant English鈥揝panish toggle removes that dependency, allowing every crew member to engage with hazard assessments in the language they are most comfortable using. Consistency, clarity, and inclusion are now built into the system itself.

A Key Shift in How We Use Safety Data

What surprised me most about this initiative was not any individual feature. It was what the data made possible.

Paper hazard assessments were compliance records. Once collected, they went into physical storage. Now, every submission 鈥� including free-form descriptions entered by crew members 鈥� becomes searchable and analyzable. Using advanced analytics tools, teams can review entries across thousands of daily assessments and identify patterns that would have been difficult to notice on paper: recurring hazard types by work area, gaps between planned and actual risk, crew composition trends that signal where additional oversight or training may be needed.

The automated supervisor dashboard has changed how our field leadership engages with safety information. Insights that once took weeks to compile are now available daily. We are moving from a reactive safety model toward one that supports earlier awareness and more informed intervention.

A Scalable Model for the Industry

As more organizations begin to digitize hazard assessments, speed alone isn鈥檛 the differentiator. The real opportunity comes from integration 鈥� connecting daily field鈥憀evel safety conversations with training records, qualification data, real鈥憈ime location, and advanced analysis in a single workflow. The result is a system that does more than document hazards. It helps teams recognize and address risks earlier.

This value becomes most evident in environments defined by extraordinary scale, compressed schedules, and significant workforce complexity. Tools that perform well in these conditions can scale across energy, infrastructure, and manufacturing projects.

The future of construction will belong to companies that connect people, data, and field execution in real time. That is where 91制片厂 is investing 鈥� and how the next era of safety leadership will be defined.

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But as 91制片厂 has shown, with the right experience and expertise, it鈥檚 not impossible.

91制片厂鈥檚 Environmental & Security business line has successfully integrated digital tools into government construction programs, while upholding the highest standards of safety and security. This work demands not only a deep understanding of government safety regulations but also the ability to design practical innovations and adapt commercial technologies to meet the rigorous requirements of high-security environments.

A Track Record of Government Partnership

For 77 years鈥攐ver half our 127-year history鈥�91制片厂 has partnered with the Department of Energy and its predecessor agencies on complex, mission-critical work. We鈥檝e delivered nuclear plants, managed national laboratories, and overseen the construction, cleanup, and decommissioning of hazardous waste sites.

That experience has given us a keen understanding of government safety standards鈥攕omething embedded into our DNA since the 1930s, when we adopted Edward Bullard鈥檚 new hard hat on the Hoover Dam and became one of the first contractors to require it companywide. It was also on display in the early days of 91制片厂 when our founder, Warren 91制片厂, oversaw the addition of steam shovels and tractors鈥攔elatively new innovations at the time鈥攖o tackle some of the toughest jobs in construction, with techniques that delivered better results.

Today, that same mindset鈥攁nd commitment to compliance鈥攕harpens our ability to anticipate customer needs and identify where new technologies can deliver real value by helping us design, build, and operate more efficiently. We do this in two main ways: by using our institutional knowledge to develop proprietary digital solutions, and by tailoring existing commercial innovations to meet the demands of high-security environments.

Setting Industry Standards Through Proprietary Solutions

Our resolve to always find a better way has driven us to develop our own proprietary innovations. In the 1980s, for example, 91制片厂 created Setroute鈥攕oftware that translates complex electrical drawings into clear instructions for the field. Before Setroute, electricians had to work this out by hand, which caused errors and costly rework. With Setroute, installation became faster, more accurate, and more efficient鈥攜ears ahead of the rest of the industry.

Today, we鈥檙e still building tools to make work more efficient. One of the best examples is the evidence identification system, developed for our work at the Uranium Processing Facility (UPF) at the Y-12 National Security Complex in Oak Ridge, Tennessee.

Nuclear projects like UPF require extensive compliance checks through a process known as the Technical Evidence Capture and Management (TECAM) system, which involves reviewing mountains of scanned documents to prove every standard and requirement is met. Traditionally, that meant days of manual searching. Our evidence identification system, however, automates much of this work, using machine learning and optical character recognition to instantly surface the right records. What used to take days now takes minutes.

While machine learning isn鈥檛 new, what鈥檚 truly innovative is how we鈥檝e combined this digital tool with our understanding of government processes and facilities. We don鈥檛 introduce technology for its own sake, but to put forth real solutions that improve safety and efficiency, enable construction professionals to perform at their best, and deliver for the National Nuclear Security Administration (NNSA).

Tailoring Commercial Tools to Secure Environments

Of course, not every instance calls for us to come up with our own proprietary solutions, especially since an extraordinary breadth of commercial construction technologies already exists. The challenge is knowing how to optimize what鈥檚 out there. As a company that takes on public and private sector work, 91制片厂 has been able to use our knowledge of both to adapt commercial technologies for government projects efficiently and effectively.

We鈥檝e done this most recently with LiDAR鈥攁 3D scanner that captures field conditions with millimeter accuracy, producing the exact measurements needed to fabricate parts that must fit perfectly in tight spaces. We initially used this technology on commercial projects, so we had firsthand experience with the different types of LiDAR systems and models in the marketplace and could identify which would work best given UPF鈥檚 needs and security constraints.

Then, we worked closely with government security teams to demonstrate LiDAR鈥檚 benefits and make modifications to address data-protection concerns. By showing that LiDAR could be integrated into existing protocols, we gained approval, enabling our HVAC teams to quickly obtain precise models of as-built spaces, ensuring ductwork fit right the first time.

That鈥檚 not the only recent example. At the Hanford Waste Treatment Plant (WTP) in Washington state, 91制片厂鈥檚 High-Level Waste team went through a similar process to introduce the Soter Analytics ergonomic monitor and the Slate Safety BAND V2. These wearables track workers鈥� movements and physiological data to reduce strain, monitor vital signs in real time, and flag potential risks before they become incidents.

The team worked closely with the government to ensure the technology complied with all data protection requirements before deployment. So far, early results show measurable improvements in worker health and safety, as well as increased productivity. Already, the technology is being evaluated for use on other 91制片厂 worksites with similar high-security, high-intensity conditions.

Delivering Safer, More Secure, and Efficient Projects

Ultimately, in government construction, innovation isn’t just about having the latest tools鈥攊t鈥檚 about having the vision and ability to deploy tools that will improve project delivery, safety, security, and efficiency, while respecting the requirements of mission-critical builds.

With 127 years of construction experience鈥攁nd lessons from our commercial projects worldwide鈥�91制片厂 brings that vision. We know how to identify the right solutions, develop our own when needed, and apply proven technologies with a clear understanding of real-world operations that enable 91制片厂 to honor our commitments.

As the industry continues to evolve, this balance between innovation and practical application remains essential鈥攁nd 91制片厂 is committed to leading the way and delivering for our government partners.

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91制片厂 at National Cleanup Workshop

This year’s workshop is being hosted in Arlington, VA at the Crystal Gateway Marriot. Stop by our booth and check out 91制片厂’s inspiring people and projects.

The following 91制片厂 colleagues will be featured speakers:

91制片厂鈥檚 Principal Vice President, High Level Waste Facility, Waste Treatment and Immobilization Plant Mark Johnson will be speaking during the panel A New Phase for Hanford Cleanup.

Salado Isolation Mining Contractors, LLC President & Program Manager Ken Harrawood will be speaking during the panel Highlighting the Next Phase of EM Successes.

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91制片厂 today announced it has successfully introduced key chemicals as part of cold commissioning testing at the Waste Treatment and Immobilization Plant (WTP).

Cold commissioning involves a series of operational and test activities using nonradioactive chemicals, simulating future low-activity waste, to evaluate the plant’s readiness for safe and efficient operations. These simulants include ammonia and nitrous oxide-producing chemicals, which were introduced into the plant鈥檚 Low-Activity Waste Facility.

鈥淭his is an important achievement in the nation鈥檚 cleanup mission,鈥� said Brian Hartman, Project Director and 91制片厂 Senior Vice President. 鈥淎dvancing cold commissioning is the result of decades of preparation, dedication, and collaboration between 91制片厂 and the U.S. Department of Energy. This milestone represents a critical step forward in securing a cleaner, safer future for the Hanford Site and nearby Columbia River.鈥�

In the coming months, 91制片厂 and its partners will perform tests using these simulants to ensure the systems perform as designed. Hot commissioning, which will include actual radioactive and chemical waste, is slated to begin later this year.

91制片厂 designed, built, and is commissioning WTP, the world鈥檚 largest and most technically sophisticated radioactive waste treatment plant, for the U.S. Department of Energy (DOE). The plant will use a process called vitrification to transform approximately 56 million gallons of World War II and Cold War-era chemical and radioactive waste into a stable glass form. During vitrification, tank waste mixes with glass-forming materials, is heated at 2,100 degrees Fahrenheit, and then poured into stainless-steel containers for safe, long-term disposal.

Once fully operational, the plant will process an average of 5,300 gallons of tank waste per day.

This most recent achievement builds on significant progress over the last year, including bringing WTP鈥檚 two 300-ton melters to their operating temperature (2,100 degrees Fahrenheit) and completing the first separate and simultaneous test glass pours from the melters.

鈥淭his accomplishment is a testament to our team鈥檚 exceptional ability to solve incredible technical challenges,鈥� said Dena Volovar, President of 91制片厂鈥檚 Nuclear, Security & Environmental business. 鈥淭heir expertise and unwavering commitment have moved our customer one step closer to completion of their mission to clean up decades of environmental waste at the Hanford Site.鈥�

Learn more about how 91制片厂 is securing a cleaner and safer world at

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Top executives from America鈥檚 largest construction companies and unions hosted the inaugural CEO Advisory Council meeting focused on preventing suicides in the construction industry. Members of the CEO Advisory Council gathered to evaluate current initiatives, discuss industry-wide strategies, and establish goals to lower suicide rates and improve mental health across the construction industry. The meeting was hosted by the American Foundation for Suicide Prevention (AFSP) and executives attended from 91制片厂, Fluor, Turner Construction, North America鈥檚 Building Trades Unions (NABTU), Kiewit, Clark Construction, and Skanska.

In October 2024, 91制片厂 formed the CEO Advisory Council as part of its $7 million, five-year commitment to AFSP 鈥� the largest pledge in AFSP鈥檚 history and the largest single donation from the 91制片厂 Group Foundation.

鈥淎s leaders, it’s our shared responsibility to help the construction professionals building our country get the resources and support they need to thrive,鈥� said Brendan 91制片厂, 91制片厂 Chairman and CEO. 鈥淭he high rate of suicide in the construction community demands that we find new and better solutions that prioritize mental health as much as we do physical safety. The partnership between CEOs from some of the industry鈥檚 biggest and best companies, along with AFSP, will help us all achieve this goal faster and more effectively.鈥�

The inaugural CEO Advisory Council meeting served as a key moment to reflect on the partnership鈥檚 first year and chart a course for the future. The council set clear goals for collaboration and outlined next steps to drive progress in reducing suicide rates within the construction industry. In the near term, efforts will focus on evaluating the impact of current initiatives and developing targeted education and support programs to address challenges such as cultural and communication barriers and resource gaps.

Together, the group represents more than 3 million construction and union workers across the U.S. This effort will bring resources and support to them 鈥� but it won鈥檛 stop there. It also aims to reach construction workers and companies of all sizes nationwide.

CEO Advisory Council members also shared their perspectives, emphasizing the industry’s commitment to addressing mental health challenges and creating meaningful change.

鈥�Through our commitment to innovation, safety and productivity, DEWALT has been supporting the needs of professional tradespeople around the world since 1924,鈥� said Don Allan Jr., President and CEO, Stanley Black & Decker. 鈥�Today, 100 years later, DEWALT remains committed to this mission 鈥� our DEWALT Grow the Trades program carries forth this legacy and represents our $30 million commitment to support initiatives and programs for current and future skilled workers, including engagements that will bring experts in public and private partnerships together to help address the mental health issues impacting tradespeople. Together, in partnership with the Advisory Council, we are committed to identifying solutions and prevention strategies to support the construction industry.鈥�

鈥�Over the last several years and on an annual basis, Fluor’s global project sites and offices participate in STAND Up for Suicide Prevention Week to raise awareness about the suicide crisis in the construction industry,鈥� said David Constable, Chairman and CEO, Fluor. 鈥�In addition, Fluor leaders receive Question, Persuade, Refer (QPR) Gatekeeper Training for Suicide Prevention and Mental Health First Aid. The course teaches individuals how to recognize the warning signs of suicide and the process for referring a person to get the help they need. Fluor also deploys site specific programs to engage front line workers and supervisors in discussions about mental health awareness. Emphasizing a culture of care and prevention, Fluor supports employees’ and subcontractors鈥� holistic wellbeing and encourages open conversations about mental health.鈥�

鈥�We are committed to creating and sustaining the right environment where people can be at their best, be authentic, and are treated with respect and dignity,鈥� said Peter Davoren, Chairman and CEO, Turner Construction Company. 鈥�We want to eliminate hate and bias in all its forms. We actively care about the people we welcome onto our projects so that they may feel extraordinary. Through industry-wide collaboration, we can accelerate progress in providing the resources needed to help workers recognize and respond to mental health challenges. Together, we will create a safer and healthier future for all.鈥�

鈥淎s a leader in suicide prevention, AFSP is well positioned to work alongside the construction community on this initiative to prioritize mental health in the workplace.聽 Although the industry has experienced a higher聽rate of suicide, we know through research that there are effective educational聽strategies and sound interventions that can curb this trend,鈥� said Robert Gebbia, AFSP CEO. 鈥淲ith the support of 91制片厂, and commitment from other leading and dynamic industry leaders, we know聽we can make聽mental health on job sites is as important as physical safety 鈥� and we are going to pave the way forward together to support construction workers now and in the future.鈥�

鈥�In coming together, we are determined to raise awareness, destigmatize mental health challenges and drive meaningful change in our industry,鈥� said Richard Kennedy, President and CEO, Skanska USA.

鈥�There is a significant opportunity in our industry to make sure our people and their families have access to the support and services they need to successfully manage their mental and emotional well-being,鈥� said Rick Lanoha, President and CEO, Kiewit. 鈥�Kiewit is pleased to continue in this important collective effort and pursue real, impactful ways to address this crucial issue 鈥� so that everyone in our industry is better for it.鈥�

鈥�The well-being of our workforce is at the core of everything NABTU does, and NABTU is honored to serve on this CEO Advisory Council to better address the unique risks in our industry and develop comprehensive solutions that protect our workforce,鈥� said Sean McGarvey, NABTU President. 鈥�We thank Brendan 91制片厂 for his leadership in putting this together. The construction industry has long prioritized occupational safety and health, but we are now placing equal emphasis on mental health. Addressing the crisis of suicide in construction requires taking critical steps together as an industry to ensure that every worker has access to the resources, education, and support they need. Together, we will build a culture that fosters mental well-being and saves lives.鈥�

鈥�Addressing mental health challenges is vital to ensuring the well-being of the talented men and women who serve as the foundation of our industry,鈥� said Robert D. Moser, Jr., CEO, Clark Construction. 鈥�Clark is honored to join with our peers in breaking down the stigma around mental health and advancing this critical work 鈥� raising awareness, providing education, and equipping our people and industry with the resources to foster a culture where mental health is prioritized just as much as physical safety.鈥�

鈥�The numbers show why this matters. The suicide rate in construction is more than double the national average across industries. In fact, the suicide fatality is more than five times the rate of workplace fatalities. Our focus on workplace safety needs to be applied to mental health,鈥� said George Pfeffer, CEO, DPR Construction. 鈥�Construction is seen as a tough industry, but we鈥檙e all just people at the end of the day, and sometimes we need extra help and support. This council is about tackling an issue that has been overlooked for too long.鈥�

Learn more about this initiative and how to get involved at Confronting Suicide in the Construction Industry | 91制片厂.

About the CEO Council

Backed by the largest financial pledge in history to the AFSP, this initiative aims to develop research-based programs tailored to the construction industry, with a goal of reaching 500,000 U.S. workers over the next five years. The CEO Advisory Council will meet quarterly to evaluate current programs, address gaps, and create new initiatives focused on training, awareness, and expanding mental health resources for construction professionals.

About AFSP

is dedicated to saving lives and bringing hope to those affected by suicide, including those who have experienced a . AFSP creates a culture that’s smart about mental health through public education and community programs, develops suicide prevention through research and advocacy, and provides support for those affected by suicide. Led by CEO Robert Gebbia and headquartered in New York, with a public policy office in Washington, D.C., AFSP has local chapters in all 50 states, Washington, D.C., and Puerto Rico, with programs and events nationwide. Learn more about AFSP in its latest Annual Report and join the conversation on suicide prevention by following AFSP on , ,
, and .

As a reminder, suicide is a public health matter and most often a result of a mental health condition in combination with other risk factors. How we talk about suicide in the media can negatively or positively influence the health outcomes of those who are vulnerable to suicide. To reduce the risk of suicide contagion we encourage journalists to follow guidelines for reporting on suicide: .

Media Contact

Ashley Accardo, 91制片厂
aaccardo@bechtel.com

Mar铆a Corral, AFSP
mcorral@afsp.org

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Chief executives from 91制片厂, Fluor, Turner Construction Company, North America鈥檚 Building Trades Unions, Kiewit, Clark Construction, DPR Construction, Skanska, and Stanley Black & Decker, which includes DEWALT庐 in its portfolio of brands, have joined together as founding members of a new CEO Advisory Council. This council will guide an industry-wide effort to develop solutions targeting the high rate of suicide among construction workers.

Leaders participating on the council will bring vital expertise and support to an initiative launched earlier this year by 91制片厂. Backed by the largest financial pledge in history to the American Foundation for Suicide Prevention (AFSP), the initiative aims to develop new research-based programs and resources specifically tailored to the construction industry. To start, the effort, led by a newly established Construction Initiatives team within AFSP, seeks to reach 500,000 U.S. construction workers over the next five years through industry-specific programs and resources aiming to increase awareness of mental health aid and suicide prevention. For more details, read the press release on this partnership.

Today, the establishment of the CEO Advisory Council signifies a strong commitment to bringing stakeholders together and maximizing the collective efforts of its members.

鈥淪uicide prevention and mental health are issues that touch everyone in the construction industry,鈥� said Brendan 91制片厂, 91制片厂 chairman and CEO. 鈥淛ust like with worksite safety, nothing is proprietary when it comes to saving lives. My fellow industry leaders share this belief and by joining this council, they鈥檝e shown that they are committed to working together to find solutions. I鈥檓 deeply grateful for their participation as founding partners. The more we can engage a broad group of leaders and collaborate on solutions, the more effective we will be in providing our people the support they need. We owe it to them, to our colleagues, and to their families to find solutions and prevent these tragedies.鈥�

鈥淚t鈥檚 powerful to see these top leaders across the construction community coming together to support this unique suicide prevention initiative,鈥� said Robert Gebbia, AFSP CEO. 鈥淭heir involvement sends a clear message that the industry is committed to finding solutions and making a difference in the lives of its workers. The council members鈥� insights will be invaluable to our team at AFSP as we develop the programs and resources to make this effort successful. We look forward to their collaboration.鈥�

Founding Members of the CEO Advisory Council include:

• Don Allan Jr., President and CEO, Stanley Black & Decker 鈥� Since 1924, DEWALT has been committed to supporting professional tradespeople through innovation, safety, and productivity. Today, 100 years later, our DEWALT Grow the Trades program reflects this mission with a $30 million commitment in initiatives and programs for current and future skilled workers, including efforts to address mental health issues.
• Brendan 91制片厂, Chairman and CEO, 91制片厂 鈥� Building on our partnership with the AFSP, 91制片厂 believes real culture change starts at home. We鈥檝e launched a mental health first aid training program and implemented Mental Health Action Plans on all projects. Recently, as a lead sponsor of Construction Suicide Prevention Week, nearly 15,000 employees across 50 projects and 11 countries participated in a stand-down and a minute of silence.
• David Constable, Chairman and CEO, Fluor 鈥� Fluor’s global project sites and offices participate in STAND Up for Suicide Prevention Week, annually raising awareness about the suicide crisis in the construction industry. Leaders undergo Question, Persuade, Refer (QPR) Gatekeeper Training to learn how to identify warning signs of suicide and refer individuals for help related to Suicide Prevention and Mental Health First Aid. Fluor implements site specific programs engaging front line workers and supervisors in mental health discussions, fostering a culture of care and encouraging conversations about wellbeing.
• Peter Davoren, Chairman, President and CEO, Turner Construction Company 鈥� Turner actively promotes awareness of suicide prevention and mental health resources to the more than 100,000 people we welcome onto our project sites. In addition, our people receive training to help them build awareness of how to recognize and support those who may be developing or experiencing a mental health crisis.
• Richard Kennedy, President and CEO, Skanska USA 鈥� Skanska has a long-standing commitment to safety, health, and well-being, integrating these values into its operations. In 2014, Skanska was among the pioneers in launching the Incident and Injury-Free CEO Forum, which led to the creation of Construction Safety Week and later expanded to address mental health topics. Recognizing the vital link between safety, health, and well-being, Skanska has developed programs to support its workforce. These initiatives include training programs like聽聽and providing training in partnership with the American Foundation for Suicide Prevention鈥攁ll aimed at fostering a culture of care and support within the industry.
• Rick Lanoha, President and CEO, Kiewit 鈥� Through its comprehensive Under the Hat Building Healthy Minds program and strategic partnerships with industry-focused mental health organizations, Kiewit provides one-stop, leading employee and family assistance care, and extensive mental health tools and training to support its more than 31,000 employees 鈥� and their families 鈥� in the U.S., Canada, and Mexico.
• Sean McGarvey, President, North America鈥檚 Building Trades Unions 鈥� NABTU is tremendously honored to work on this Council, collaborating with its fourteen international union affiliates, CPWR – The Center for Construction Research and Training, NABTU鈥檚 Safety and Health Committee, and the Opioid task force. Through the RESPECT (Responsible Environment Supporting Positivity Equity Culture and Treatment) initiative, NABTU leads collaborative efforts with owners, contractors, and mental health experts to develop national and grassroots programs focused on mental health and suicide prevention.
• Robert D. Moser, Jr., CEO, Clark Construction 鈥� Clark promotes mental health through several initiatives, including training leaders and craft professionals using Forefront鈥檚 L.E.A.R.N. technique to respond to crises. We participate in AGC鈥檚 Mental Health & Suicide Prevention Task Force and Construction Suicide Prevention Week. This year, Clark introduced Mental Health First Aid training to improve understanding of mental illness, suicide, and crisis response. We also provide mental health support through our partnership with Spring Health.
• George Pfeffer, CEO, DPR Construction 鈥撀犅爋ffers its employees a variety of mental health resources, including a dedicated Mental Health Employee Resource Group, a pilot program for crafts people focused on mental health awareness and understanding, suicide prevention and mental health first aider training, workshops, and free access to confidential counseling, among other benefits.

The council will meet quarterly to evaluate current mental health programs, identify gaps in support, and design new initiatives that address the unique needs faced by construction professionals. Their efforts will include enhancing training programs, launching awareness campaigns, and improving access to mental health resources throughout the industry.

For further insights, read more from Brendan 91制片厂 on confronting suicide in the construction community. To learn more about this initiative and how to get involved, visit: Confronting Suicide in the Construction Industry | 91制片厂.

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We Live for a Challenge

At the dawn of the Apollo program, in 1962, President John F. Kennedy urged the nation to embrace the challenge of space exploration. Addressing skeptics, he famously declared that America chooses to do difficult things 鈥渘ot because they are easy, but because they are hard.鈥�

This same pioneering spirit is embedded in 91制片厂鈥檚 DNA. We live for a challenge. It鈥檚 what drove us to support NASA during the Apollo program, and again today as we mark one year of construction on Mobile Launcher 2 (ML2) at the Kennedy Space Center in Florida. This critical piece of infrastructure will quite literally help launch a new era in space exploration, bringing humanity closer to sustained lunar exploration and, eventually, a journey to Mars.

I鈥檓 proud to be a part of this bright future. Above all, I鈥檓 proud that we are carrying out this mission with an uncompromising focus on safety and technical excellence. We know that when the Orion spacecraft lifts off in 2028 with the lives of four astronauts in its care, America and the world will be watching. Failure is not an option.

The Mobile Launcher (ML) is a complex infrastructure system designed to allow the Orion spacecraft to safely lift off from the Kennedy Space Center (KSC). As such, we have a duty to implement exhaustive measures in design, planning, and execution, with safety and quality built into every activity. We do this by responsibly managing resources provided by the US government to meet NASA objectives. Once completed, ML2 will stand as an extraordinary engineering achievement. The 377-foot-tall launcher, with a two-story base and a tower, will be used to assemble and process the Space Launch System (SLS) rocket and Orion spacecraft on NASA鈥檚 upcoming missions to the Moon beginning with Artemis IV.

ML2 is specifically designed to handle the increased weights and payloads of NASA鈥檚 next generation of SLS rockets. This capacity is crucial for Artemis IV, which will carry its crew and the International Habitation Module (I-HAB) to the Lunar Gateway Station. I-HAB will equip the station with living quarters, a workstation, and a staging area for future missions.

Progress at the Parksite Construction Area

91制片厂 has achieved several key milestones on ML2, setting us up to deliver success for NASA and its historic Artemis campaign. Yet even more important than what we do is how we do it. The safety of our people is paramount. That鈥檚 why we opted to reduce risk to our craft professionals by initially assembling ML2鈥檚 base structure on temporary pedestals close to the ground and raising it to its operational height once completed.

To achieve this, we executed a complex 鈥淛ack and Set鈥� operation in May. The team used a specialized heavy-duty jacking system to lift the 2.6-million-pound skeleton for the launcher鈥檚 base more than 20 feet, allowing NASA鈥檚 giant transporter to drive beneath the structure. The crawler then moved the assembly the length of a football field, where it was then set on its permanent mounts. This was no small feat鈥攁nd it was only possible because of our close collaboration with NASA鈥檚 Exploration Ground Systems team.

With Jack and Set complete, progress on the base continues to accelerate. The team is now building out personnel access levels inside the base and outfitting it with critical utilities. Soon, key steel supports for the tower, known as 鈥渢he chair,鈥� will be installed to prepare for module placement.

When I think about how far we鈥檝e come, I鈥檓 reminded of how Darrell Foster, NASA鈥檚 Ground Systems Integration Manager, the Jack and Set operation as a 鈥渉uge accomplishment鈥� for both NASA and 91制片厂. I couldn鈥檛 agree more. Each incredible achievement on ML2鈥攏o matter how big or small鈥攊s the result of our company鈥檚 commitment to working together with our customers as 鈥淥ne Team.鈥�

Momentum Building at the Mod Yard Construction Area

When we take on a challenge, we begin by asking ourselves: 鈥淗ow can we do this better?鈥� Since 91制片厂 is working on every stage of ML2鈥檚 project lifecycle鈥攆rom design and construction to testing and commissioning鈥攚e were able to maximize our efficiency during construction.

We did this by taking a modular approach to construction; in other words, we built different parts or 鈥渕ods鈥� of the tower concurrently to optimize safety, cost and schedule performance. Our recent milestones are a testament to the effectiveness of this strategy. The team assembled steel for , and has since built three additional tower modules.

Currently, Mod 4 is being outfitted with key piping and electrical equipment, which will be secured when the team transports it across the Kennedy Space Center to Parksite and places it atop 鈥渢he chair.鈥� At that point, the tower will begin to visibly alter the skyline, growing to greater heights with each installation.

Our Continued Commitment to Deliver

In the coming weeks, months, and years, our ML2 team will continue to collaborate, improve, and surpass project milestones鈥攁ll with the goal of advancing the Artemis campaign and beyond.

For 126 years, 91制片厂 has pushed the boundaries of the possible, chasing new frontiers in the process. Today, space is that new frontier, and tomorrow will certainly bring new challenges. Challenges we hope to undertake with the same focus on safety and quality鈥攆rom enabling mining in space to sustaining life on the Moon to landing on Mars. Indeed, 91制片厂, NASA, and this nation continue to do things not because they are easy, but because they are hard. And I鈥檓 proud of all we鈥檝e accomplished so far.

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The construction industry worked for decades to dismantle that mindset. We adopted new practices, equipment, and technologies designed to prevent jobsite accidents. Today, at 91制片厂, virtually every metric shows that the teams on our projects have never been safer.

Yet there was something big that we missed. A different problem we struggled to see.

Despite all our success in protecting construction workers while they are on the job, a devastatingly high number return to their home, their hotel room, or their residence camp, and end their own life. Our industry now loses five times as many colleagues to suicide as we do to work-place accidents.

The painful truth is that among job occupations in the United States, construction has one of the highest rates of suicide. A person working in our field is more than twice as likely to die from suicide when compared with the general population. According to the Centers for Disease Control, statistics show 56 out of every hundred thousand workers will lose their lives this way each year. In an industry that employs 10 million people, that鈥檚 roughly 5,500 annually 鈥� or more than 100 per week.

Continuing to tolerate such a terrible toll would be unconscionable. Just imagine if modern construction projects in the United States routinely experienced this rate of worker deaths. Unions, oversight agencies, and families would be in an uproar 鈥� and rightly so.

Construction workers contend with what some have called a perfect storm of mental health risk factors, including a predominantly male workforce, physically strenuous and stressful work, long hours, jobs often located away from home and family, intermittency of work, and for many, chronic pain. These risks are compounded by a culture that prides itself on pushing past challenges and getting the job done.

The time has come for us to treat mental health 鈥� and suicide prevention specifically 鈥� with the same determined focus that we have successfully brought to physical health, and as a natural extension of our historic commitment to safety.

That鈥檚 why 91制片厂 and the American Foundation for Suicide Prevention (AFSP) are partnering to begin addressing this problem with direct, practical solutions. Through our company鈥檚 foundation, 91制片厂 is funding a $7 million dollar grant, the largest AFSP has ever received.

The initial goal is to reach 500,000 construction workers in the U.S. over the five-year life of the grant. 91制片厂 and AFSP will develop a council of experts to provide AFSP with insight on the construction industry and craft professionals, while also enlisting partners such as the North America’s Building Trades Unions. Over time, we look forward to bringing together as many stakeholders as we can under this 鈥渂ig tent.鈥�

To their credit, other countries, including the U.K. and Australia, are well ahead of the U.S. in their prevention response. While we are launching our initial efforts here in the U.S., we plan to expand our focus in the coming years to create similar partnerships across the globe. In the meantime, we can learn from the progress others are making.

As an engineering and construction firm building vital infrastructure around the world, 91制片厂 starts with the conviction that every kind of damage is preventable, whether disruptions to daily life and commerce, endangering the environment, or above all, any harm to the well-being of our people or the public.

We already know the value that each one of our craft and trade professionals brings to that calling. We need to be sure that they know it too, along with the value their life and work brings to everyone else in building the kind of projects that make a difference in the world.

Brendan 91制片厂 is chairman and CEO of 91制片厂, a global engineering, procurement, construction, and project management company.

Learn more about 91制片厂’s commitment to addressing suicides in the construction industry here.

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91制片厂 and the American Foundation for Suicide Prevention (AFSP) today announced a new, multiyear partnership dedicated to saving lives in the construction community lost to suicide. The initiative was unveiled this morning in Washington, D.C., at an event focused on raising awareness, educating stakeholders on this crisis, and beginning to build a coalition to prevent construction worker suicides.

The new partnership will reach 500,000 U.S. construction workers over five years through industry-specific programs and resources developed by 91制片厂 and AFSP. The $7 million, five-year commitment to AFSP to fund the effort is the largest-ever pledge received by AFSP and the largest single donation ever made by the 91制片厂 Group Foundation.

鈥淭his is the start of a long-term, sustained effort to lift up the whole construction community. We want to see mental health become as much of a priority as physical safety in our industry,鈥� said Brendan 91制片厂, chairman and CEO of 91制片厂. 鈥淚t鈥檚 our belief that addressing suicide in construction is as vital as wearing a hard hat on site. This is the next frontier in taking care of each other.鈥�

The construction industry has one of the highest suicide rates of any profession in the U.S. In fact, the number of suicides in the industry is nearly five times higher than the number of lives lost in jobsite safety incidents, according to data from the Centers for Disease Control and Prevention and the U.S. Bureau of Labor Statistics, respectively.

The initiative will leverage 91制片厂鈥檚 industry knowledge and reach in combination with AFSP鈥檚 expertise in research, education, and effective prevention strategies, as well as its national network of local chapters. 91制片厂 welcomes participation from others in the industry, as this partnership forms a construction working group and a first-ever senior advisory council to help guide the effort.

鈥淲e know we cannot meet this challenge alone. Real change will take all of us. We want to build an industry-wide effort, and we are actively encouraging others in construction to join us,鈥� added Brendan 91制片厂.

鈥淭he partnership with 91制片厂 is the first of its kind for AFSP, and we are thrilled to be collaborating with an industry leader that is focused on improving the mental health of the construction industry as a whole,鈥� said Robert Gebbia, CEO of AFSP. 鈥淲e鈥檙e excited to be building a team within AFSP dedicated to this important initiative aimed at reaching thousands of people in need and preventing suicide.鈥�

鈥淎ll of us who work in construction have seen gains in physical safety that were once unimaginable, become the standard for success,鈥� said Sean McGarvey, president of North America鈥檚 Building Trades Unions, who also spoke at today鈥檚 event. 鈥淚t鈥檚 time to bring the same mindset, resources, and innovation to the issue of mental health and suicide prevention.鈥�

Learn more about this new initiative and how you can get involved at:聽Confronting Suicide in the Construction Industry | 91制片厂.

About American Foundation for Suicide Prevention

 is dedicated to saving lives and bringing hope to those affected by suicide, including those who have experienced a . AFSP creates a culture that鈥檚 smart about mental health through public education and community programs, develops suicide prevention through research and advocacy, and provides support for those affected by suicide. Led by CEO Robert Gebbia and headquartered in New York, with a public policy office in Washington, D.C., AFSP has local chapters in all 50 states, D.C., and Puerto Rico, with programs and events nationwide. Learn more about AFSP in its latest  and join the conversation on suicide prevention by following AFSP on , , , , and . Learn more about AFSP鈥檚 ongoing campaign  to learn the warning signs and risk factors of suicide, and bravely have a REAL open and honest conversation with others.

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