Pulse

Featuring Rob Belding, Corporate Safety Manager

As Loureiro’s work grows more complex, our approach to safety continues to evolve with it. This year, feedback from the field and lessons learned across projects gave us a clearer picture of where we can strengthen our safety culture and how we can better support teams across all divisions. For Corporate Safety Manager Rob Belding, two priorities stand out as he looks ahead to 2025: creating more space for honest conversations about safety and becoming involved earlier in planning for high-risk work.

Listening Better: Building Comfort Around Safety Conversations

One of the most helpful insights from this year came from the companywide RAVS 360 survey conducted for several of our major clients. While the results showed strong confidence in our existing protocols, Rob noticed an important theme in the comments. Several employees said they wanted more opportunities for one-on-one conversations about safety incidents and near misses, especially with field staff who see challenges firsthand.

For Rob, this reinforced something he has always believed. People need to feel comfortable raising concerns, asking questions, and sharing observations without worrying about negative consequences. Creating that environment takes trust, consistency, and reminders that safety is a shared responsibility.

In 2026, Rob will focus on creating more of these direct conversations, helping new hires and long-time employees alike understand that bringing something forward is always the right decision. When people feel safe speaking up, the entire company becomes safer.

Planning Earlier for High-Risk Work

The second priority builds on progress that began this year. Loureiro has long used Health and Safety Plans (HASPs) and Job Hazard Analyses (JHAs) to plan work safely. The process is in place and widely adopted, but as project complexity increases, Rob sees an opportunity to strengthen the front end of that process.

In 2025, he was brought into several major efforts early, including blasting work in Norwich and culvert installation in Agawam. These early discussions made a noticeable difference by allowing teams to think through excavation depth, shoring, fall exposure, equipment sequencing, and other potential hazards before work began.

Rob’s goal for 2026 is better communicate where Safety can add value during initial planning discussions. This includes activities such as deep excavations, crane picks, blasting, and other tasks that present elevated risks. The intent is not to add bottlenecks or create new approval layers. It is simply to encourage teams to loop Safety in early, when questions and ideas can make the biggest impact.

Looking Ahead

Both priorities share the same purpose. When people feel comfortable speaking up and when Safety is engaged early on complex work, we reduce risk, protect our teams, and improve project outcomes. Rob sees 2026 as a year to build on this momentum, strengthen consistent practices across all divisions, and continue shaping a culture where safety is part of how we plan, communicate, and work every day.