b'(continued from page 1) it was never designed to bebecause the operator didnt Delaying upgrades also means relying more on manualhave the training to recognize the risks. The machine monitoring and operator judgment. This can raise risksslides down the surface during loading and pins someone when jobsite conditions change quickly. For example,between two pieces of equipment. Accidents like this can equipment without modern automated warning systemsbecome more likely when roles and work demands may not alert operators to mechanical problems oroutpace readiness. pedestrian blind spots. Older models also are less likely toThe issue extends beyond equipment operation. Fatigue connect with site-wide safety systems or smart trackingfrom long shifts, mental overload and reduced oversight technologies, making it harder to enforce safety protocolscompound risks. Safety depends on repetition, clarity and across large or complex builds.preparation, all of which erode when labor capacity is DEFERRED CYBERSECURITY UPDATESstretched too far. The risk of cyberattacks grows as more constructionTo help protect workers and operators during lean companies use digital tools for scheduling, billing,periods, companies can: procurement and communication, and as they handleLimit task assignments to individuals who have been sensitive data like vendor banking information andproperly trained and cleared for those responsibilities employee recordsprime targets for cybercriminals.Monitor and rotate workloads to reduce fatigue and Meanwhile, about 47% of executives are delaying technology and cybersecurity upgrades, leaving criticalrepetitive strain systems more exposed as threats grow more sophisticatedUse subcontractors or temporary labor to handle and costly.overflow or fill skill gaps Reinforce site protocols around equipment use and Recent incidents show attackers exploiting outdatedhazard recognition systems to intercept communications and triggerAlso keep in mind that there are state and federal statutes fraudulent fund transfers. Once sent, funds are often lost.that employers must follow, and that govern overtime Cybersecurity lapses can delay projects, erode client trustcompensation, meal breaks and maximum hours worked. and trigger legal scrutiny. As with physical safety,INSURANCE IMPLICATIONS AND LONG-TERM proactive steps help. Construction executives canRISK strengthen internal controls to reduce cyber risks. StepsEconomic pressures may force tough decisions, but include:contractors who understand the trade-offs are better Limit access to sensitive systems and financial toolspositioned to balance safety, maintenance and risk. This based on role and needis important in an environment where 74% of Require multi-step verification for all high-valueexecutives say they arent fully confident their insurance transactionscoverage is adequate and 42% are actively looking to expand it. Audit bank access and vendor directories for signs of fraud or irregularitiesAdditionally, 82% plan to invest more in worker safety. Ensure critical software is regularly patched andThis signals growing understanding that insurance is updatedonly part of a complete risk management strategy. Require dual-authorization for payments and transfersA thoughtful approach to workloads, maintenance and over a certain amounttraining is key to preventing accidents that delay Provide basic cyber awareness training for office andprojects. Economic uncertainty may change how project staff handling sensitive dataresources are allocated, but safety remains non-negotiable. Prevention costs are almost always lower STRETCHING LABOR CAPACITYthan the cost of an incidentand can also affect Many teams today are being asked to do more withinsurance coverage. less. Eighty-one percent of executives admit employees are taking on tasks beyond their formal roles and training. Nearly half admit theyre asking staff to work longer hours or take fewer breaks. While this can help maintain output and keep projects on schedule, it also may increase safety concerns. When team members are rushed through onboarding, placed in unfamiliar environments, expected to operate equipment they havent fully trained on or push through longer shifts, the risk of accidents may rise. Even basic misstepsusing tools improperly, misunderstanding site protocols or misjudging load limitscan have serious consequences. Consider a forklift operated on a wet metal inclinewhere 12'