ON DEMAND WEBINAR

Redefining Safety Leadership With NYC's Top Builders

Watch the on-demand session now.

Empowering Safety Culture as an Executive Lever

In New York's construction market, safety has shifted from a compliance requirement to a strategic pressure point that lands directly on executive decisions. Regulatory enforcement has tightened, insurance markets have hardened, and clients are demanding stronger accountability. Boards are more involved, tolerance for lagging indicators is shrinking, and cultural leadership now carries as much weight as policy.

In this on-demand webinar, BiltOn sat down with Corey Jones, CSP — who leads safety strategy and culture at Hunter Roberts Construction Group — to unpack what executive safety leadership looks like under real pressure. Corey shared how the conversation has moved from rules to people, and why visibility, trust, and psychological safety have become competitive levers for the industry's frontrunners.

Highlights:

  • Why management's commitment and employee engagement still anchor every winning program, and what changes when boards pay attention.
  • How insurers, regulators, and Local Law 196 are reshaping executive posture on complex NYC sites.
  • Where AI, predictive analytics, and computer vision earn their keep, and where they don't.
  • How top GCs align specialty contractors and descope before the work starts.
  • Live Q&A.

The conversation was designed for executives carrying the renewal, the audit, and the cultural mandate simultaneously. Corey pulls the strategy apart into concrete operating moves, including how insurance carriers have shifted from pricing post-incident claims to partnering on prevention, how Local Law 196 reshaped training and validation expectations across NYC, and how the strongest GCs are treating specialty-contractor descope, pre-task planning, and psychological safety as actual operating levers.
Corey Jones
Our Guest Speaker

Corey Jones

Vice President of Safety at Hunter Roberts Construction Group, Corey leads the planning and implementation of the company’s Environmental Health and Safety programme and is responsible for maintaining a best-in-class safety culture across complex projects. His work focuses on promoting worker safety, ensuring regulatory compliance, and driving continuous improvement across the organization.

Bilton_Technologies_Blog_Tracking Lagging Indicators is Not a Safety Strategy: Why Incident Counts Alone Fail to Manage Safety
READ OUUR BLOG

Tracking Lagging Indicators is Not a Safety Strategy: Why Incident Counts Alone Fail to Manage Safety

On most projects, safety leadership runs on lagging indicators. Incident counts, EMR scores, and OSHA citations describe failures only after they happen, while leading indicators like PTP quality, supervisor ratios, observation close-out, and verified credentialing sit in paper binders and disconnected apps. The signals that could prevent an incident never reach the people making decisions.

Executives are often forced to govern blind between incidents, acting on data that arrived too late to change the outcome. BiltOn turns leading-indicator signals into preventative, audit-ready decisions.

 

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