THE STANDARD GOES TO THE FIELD
Clear expectations. Prepared crews. The authority to stop. A responsibility to correct and learn.
01 / THE EXPECTATION
MH Construction approaches safety as part of planning and delivering the work. Its written program connects leadership expectations, project preparation, field responsibilities, and documented follow-through.
The goal is for everyone to go home safe. That commitment calls for deliberate action as conditions change: identify hazards, prepare people for their tasks, correct deficiencies, and carry lessons into the next job.
For an owner, this means clear expectations and a defined path for raising and resolving safety concerns throughout the project.
02 / HOW THE PROGRAM WORKS
Safety moves with the work. What the field learns should inform what the organization does next.
Set responsibility and support people who raise concerns.
Bring site and task conditions into preparation.
Prepare people for their assigned work.
Carry the requirements onto the project.
Make hazards and changing conditions visible.
Assign, correct, and verify the response.
Use experience to improve the next decision.
Review the system and update what needs to change.
Learning returns to planning. Program review keeps the expectations current.
03 / INSIDE THE PROGRAM
The MHC Industrial Safety & Health program brings worker readiness, field hazards, equipment, emergency planning, and program review into a structured written system.
Explore the program topics. This overview explains the scope; project teams use the controlled requirements for the work itself.
04 / FIELD AUTHORITY
Under MHC’s program, any worker may initiate a stop when they identify an imminent hazard or an unsafe condition that cannot be immediately corrected. Work must wait for the hazard to be controlled and the correction verified.
Safety maintains independent authority and direct access to executive leadership. Schedule pressure does not override an uncontrolled hazard.
Matt Ramsey serves as Safety Director / Project Manager, connecting safety leadership with project conditions and delivery decisions. The responsibility to work safely extends across the team.
Meet the team05 / FROM PLANNING TO THE PROJECT
Site conditions, work methods, and the people performing the task shape what readiness requires.
Where project conditions warrant, safety considerations enter scope review, site review, and preconstruction planning. Startup planning addresses known hazards, site access, emergency arrangements, and subcontractor expectations.
Explore preconstruction ↗The program calls for orientation, task-appropriate training, required qualifications, and refresher training when applicable. Training records and field reinforcement support readiness for the assigned work.
Project-specific plans, PPE requirements, inspections, and safety communication carry the program into the field. Hazard communication includes access to Safety Data Sheets so chemical information is available to the people using it.
Subcontractors working under MHC are expected to understand and follow project safety requirements while retaining their own responsibilities as employers.
06 / CORRECTION + LEARNING
Reporting incidents, near misses, and hazardous conditions is part of the program’s expectation for learning and correction. Evaluation looks at what happened and the contributing causes so the response addresses the condition.
Corrective action has to be assigned, completed, and verified. A statement that an issue was fixed is not enough to establish closure.
Incident reviews, observations, audits, and project experience can inform training, planning, and procedures. The program calls for annual review and updates when regulatory requirements or operating conditions change.
For owners, documented follow-through makes responsibility and the next action clearer.
07 / A SYSTEM PEOPLE CAN USE
A structured document system keeps requirements connected to the work and the record of what occurred.
Sets the requirement.
Defines the method.
Defines the action.
Provides evidence of the action.
08 / DATED PROGRAM EVIDENCE
AGC of Washington’s August 24, 2026 letter reports MHC’s 2026 experience modification rate. The letter also describes an annual audit of the written safety program and an AGC jobsite walkthrough.
This dated workers’ compensation measure does not establish an incident rate or guarantee future results.
Reported by AGC of Washington
09 / LEADERSHIP IN THE FIELD
Safety has direct access to executive authority and belongs in the project conversation from planning through follow-through.
A field conversation with Jeremy Thamert.
Film and transcript will be available here when complete.START WITH THE PROJECT
Talk with MHC about your site, scope, and project expectations.
Your next project
Share the location, timing, and known constraints. Our business development team reviews your request and coordinates next steps with preconstruction when appropriate. Submission does not create a contract, confidentiality duty, or commitment to bid.
Word From the General
My commitment on every page is the same: clear planning, disciplined execution, and communication that keeps the mission, the schedule, and the build aligned.
- Jeremy ThamertOwner & Chief Executive Officer