Construcciones Yamaro: Safety Builders sets the course for zero harm in construction

The Frontline Leader program was created to address the unique challenges faced by frontline supervisors in Australia’s construction industry. (Images: Webuild)

Across Australia, Webuild grounds its projects in a culture shaped by the Safety Builders program, connecting every team member and all levels of leadership to a shared understanding of safe work.

“Safety is the foundation of everything we do.”

In the words of Shannon Spark, vice president of QHSE at Webuild in Australia, it functions less as a slogan and more as an operating framework that shapes decisions, interactions and expectations across the company’s international footprint.

Shannon Spark, vice president of QHSE at Webuild in Australia.

“It is integrated into our core processes, training, competency frameworks and the values that guide the business. We have a commitment to target zero, which means we hold a clear position that even one accident is unacceptable,” says Spark.

“We empower every person on our projects to speak up, intervene and stop work if something is unsafe. Safety for us is not only compliance; it is fundamental to how we plan, execute and deliver work. It is our DNA.”

Safety is treated as intrinsic to Webuild’s culture. Across its projects, safe work is a shared responsibility, achievable only when it becomes instinctive on site rather than an exercise in compliance.

This thinking underpinned the introduction of the Safety Builders program in 2017, now embedded in all new projects globally. It provides a stable structure aimed at fostering a safety culture that elevates leadership capabilities at all management levels, but its strength lies in the way it is adapted to the conditions and realities of each project.

In Australia, that means delivering the program in a form aligned with local construction settings and the way work is planned and carried out on site. It also addresses the cultural dynamics present across diverse teams and considers how consistent messages, effective conversations and shared expectations can support a pathway toward zero harm.

More than that, Safety Builders is an ecosystem, with what Spark calls a “cascade” of sub-programs – including the Senior Leader program, the Frontline Leader program and training on the Safer tool – each designed for a different tier of the workforce.

“It begins with leadership engagement,” she says. “We bring together senior leaders, clients, joint venture partners and other key decision makers. We take them through what Safety Builders is, why it matters and how it works. From there, the group defines an agreed safety vision for that specific project.”

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The Frontline Leader initiative engages those making decisions and overseeing the planning and execution of work on site. First implemented in Australia on the North East Link in Melbourne, which is still underway, it considers cultural sensitivities, the combined surface and underground construction environments, the dynamics of a city-based workforce and the measurable indicators of safety climate and on-site behaviour. It continues to be refined through these insights, supported by feedback and assessed throughout the life of the project.

Since its implementation, notable shifts have emerged on site, including changes in the language used by crews.

“People began referring to themselves as Safety Builders. They would talk about their safety vision. They would place their personal commitments on a dedicated wall. That visibility turned accountability into something shared and tangible,” says Spark. “We also saw strong support from senior and project leadership to ensure every worker participated, including subcontractors. Full participation is a core part of making the culture consistent across the team.”

Safer, a practical engagement tool that brings the culture to life on site, is central to the program. It is a small card that sets out how to start an interaction, address the focus of the conversation, frame the safety context, encourage safe actions and reflect on consequences.

In all of these programs, cultural sensitivity is prioritised. Webuild’s workforce brings different ethnicities, education levels, skill sets and understandings of how they fit into a project structure. Cultural sensitivity requires the safety content, facilitation style and tools to be understood and used across all of those groups. That inclusivity is essential in a diverse construction environment.

They also help cultivate psychological safety, opening the way for candid, constructive conversations. Those discussions may be about positive behaviours, unsafe behaviours, or simply trying to understand why a task is being performed a certain way. They create space for honesty, clarity and change.

Spark says psychological safety is especially important during periods of rapid change, which are common on construction projects.

“These exchanges help leaders understand how crews are coping, what pressures they are experiencing and how accessible support feels,” she adds.

Central to this environment is the Stop Work Authority. Every person, whether a staff member or subcontractor, has the authority to intervene. Webuild supports that responsibility with a structured reporting and review process to assess what activity was stopped and what changes may be required.

“People will not speak up unless they feel psychologically safe and believe their voice has value. If nothing happens after they raise a concern, the culture deteriorates. We want the opposite. We recognise and reward people who exercise their authority and we reinforce the importance of intervention in pre-starts, toolboxes, inductions and training,” says Spark.

“Positive recognition is equally important. Understanding what is working well helps us drive improvement across all projects and reinforce the behaviours that lead to success.”

Since its launch, Safety Builders has delivered 1,175 workshops and more than 73,300 hours of training across 81 projects globally, engaging more than 20,450 participants. Speaking to its impact, Spark says having a unified safety culture and leadership approach across global operations gives Webuild a reliable footing for project delivery. It aligns diverse groups of workers around shared expectations and behaviours.

But Webuild does not measure success solely by the number of programs delivered. While improvements in safety outcomes are consistently tracked, the company also seeks feedback from participants on site, inviting their observations and suggestions for improvement. Responses so far have shown a 97 per cent satisfaction rate for the Safety Builders program in Australia.

“We engage specialist facilitators who work with our project teams. After each workshop we seek feedback on how meaningful and empowering the experience was, and whether participants feel confident in applying the tools,” says Spark.

“The consistent message is that the workshops give people clarity, confidence and a sense of ownership. That is what drives satisfaction.”

It is being recognised by the wider industry as well. Safety Builders received a Gold Stevie Award at the 2025 International Business Awards for its cultural sensitivity, measurable impact and relevance to modern construction practice. The award highlighted Webuild’s commitment to embedding a global safety culture in local contexts.

“It is one of several awards Safety Builders has received globally, but it is significant for Australia because it recognises the adapted Australian version. The award underscored the value of tailoring global safety culture to local conditions,” says Spark.

“Our facilitators work closely with each project to understand the scope, workforce and challenges, and tailor safety content accordingly. That relevance is what makes the program powerful.”

For contractors, clients, communities and the wider industry, Safety Builders acknowledges the realities of a fast-paced, mobile sector. Thousands of workers may pass through a project and change is constant. To manage that environment, the framework establishes common language, consistent systems and capable safety leadership.

Its initiatives influence more than Webuild’s own delivery, reducing disruption, supporting project continuity and offering an approach that partners and clients can adopt. For communities, safer worksites mean fewer interruptions and greater confidence in the infrastructure being delivered.

The common language created through the program is what differentiates it, Spark explains.

“When everyone understands the risks, required controls and expectations, you can adapt the program to any setting, whether it is a remote project, a FIFO workforce, a city environment, a night shift or extreme weather conditions,” she adds.

“The intent, tools and values remain consistent, but the conversations in the workshops draw on the lived experiences of the participants. That is why the impact is so strong and why satisfaction rates are so high. It’s a personal experience.”

Your Lifesaving Rules consolidate this shared language and are being rolled out on all Australian projects. The 20 non-negotiable safety behaviours draw on real incidents and set out the high-risk construction activities and the minimum controls required.

“The Critical Risk Control program verifies those controls. Together, they provide clear structure for how we talk about risk and how we manage it,” says Spark. “It is an education tool, a system tool and a behavioural reinforcement tool. We verify that the critical controls are in place to protect life, ensure expectations match behaviour and use conversations to recognise good practice and correct unsafe behaviour.”

As the industry evolves, so does Safety Builders. Spark describes it as a live program that Webuild continues to evolve and improve.

In 2026, new modules focused on psychological safety will be released, reflecting the growing need for clarity around what psychological safety entails and what productive conversations in that space involve.

Technology now plays an active role in how the program is applied, particularly through the use of digital monitoring.

“We harness digital monitoring to analyse safety performance, interactions in the field and both leading and lagging indicators. We also use digital monitoring for occupational health exposures,” says Spark.

“We have artificial intelligence embedded in plant and equipment, particularly where there are people and plant interaction risks. This includes our tunnel boring machines (TBMs) and heavy equipment. These tools introduce an additional layer of control.”

Collaboration remains a driver. Webuild works with joint venture partners, clients and industry bodies, while also engaging with regulators who play an important role in sharing lessons and connecting industry practice.

“The aim is to leverage each other’s innovation and experience so we can lift safety performance across the sector,” says Spark.

Through ongoing refinement and shared commitment, Webuild is contributing to a construction industry that is safe, resilient and equipped for the demands ahead.

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