Workplace culture is becoming an increasingly visible component of construction workforce strategies, and Mortenson is highlighting belonging, collaboration and safety as factors shaping the experience of its project teams.
The Minneapolis-based construction and engineering company says its approach centers on creating an environment where employees across trades, roles and experience levels can contribute, raise concerns and develop professional relationships. Mortenson's October 5, 2026, article also points to employee engagement data showing that more than 85% of team members report feeling a sense of belonging and being able to be themselves at work.
Mortenson uses its LeadBLU principles and practices to establish common expectations for how employees interact, lead and approach their work. The framework is intended to provide a shared language across the organization and reinforce workplace behaviors.
The company says its culture is also shaped through routine project activities, including mentoring less-experienced workers, sharing knowledge, supporting colleagues and following through on commitments.
Mortenson Vice President of Diversity, Equity and Inclusion Joffrey Wilson said the company aims to create an environment that recognizes differences and supports inclusion.
For construction operations, the company connects these workplace practices with collaboration and problem-solving. Project teams bring together workers with different technical skills and professional experiences, making communication and knowledge sharing important to daily project execution.
Mortenson also links workplace belonging with construction safety. In addition to established safety procedures and training, the company emphasizes an environment where employees can ask questions, identify hazards and raise concerns about work practices.
The approach includes pre-task planning, safety training and support for newer employees. Mortenson describes psychological safety as another component, with employees encouraged to share ideas and concerns without hesitation.
The company also provides mental health and wellness benefits at no cost to team members and their families. Benefits include therapy, coaching and work-life support services.
Mentorship and relationships are another focus of Mortenson's workforce strategy. The company says experienced employees and leaders help newer team members navigate challenges, develop skills and pursue additional opportunities.
These relationships can continue beyond individual projects, creating professional networks that contribute to longer-term career development.
For construction owners and contractors, Mortenson's approach illustrates how workforce initiatives can extend beyond recruitment to include employee experience, safety, professional development and retention. The company's employee survey data provides one measure of how its workforce perceives those efforts, while its LeadBLU framework gives project teams a common set of expectations for workplace behavior.
As construction companies continue competing for skilled labor, practices that connect safety, training, mentorship and employee support remain part of broader workforce management strategies.
Source: Mortenson.
