ACS’s Dual Crown: A Blueprint for Safety and Culture in a High-Risk World

VERONA, WI – July 28, 2026 – In an industry where risk is a daily constant, Wisconsin-based systems integrator ACS has achieved a remarkable and rare distinction. The company has been named a ‘Best Place to Work’ for the seventh consecutive year, an announcement that comes just months after it secured the 2025 Gold Safety Award from the Construction Association of Michigan (CAM) for a zero-injury year. This dual recognition for both operational safety and workplace excellence sets a new benchmark in the engineering and construction sectors, industries often defined by high physical hazards and intense mental strain.

While many companies focus on one or the other, ACS’s success demonstrates that a deeply embedded culture of safety and a supportive employee environment are not mutually exclusive goals but are, in fact, mutually reinforcing. This achievement offers a compelling blueprint for how industrial firms can build lasting value by investing first and foremost in their people, improving lives while simultaneously driving superior performance.

The Rarity of a Double Victory

To grasp the significance of ACS’s accomplishment, one must understand the landscape in which it operates. The construction and engineering fields are notoriously perilous. According to OSHA data from 2024, the construction industry accounted for 1,075 fatalities, the highest of any sector, with a fatal injury rate nearly three times the all-industry average. The ever-present “Fatal Four” hazards—falls, struck-by incidents, electrocutions, and caught-in/between events—are a constant threat on every job site.

Against this backdrop, ACS’s 2025 CAM Gold Safety Award is more than just a plaque. It represents a year with zero workplace injuries or illnesses across hundreds of thousands of hours worked. The firm achieved an Experience Modification Rate (EMR) of 0.53, a figure less than half the industry benchmark, signaling a safety program that is profoundly effective. This isn't a result of luck; it's the outcome of what the company calls "safety by design," an approach that integrates risk mitigation into every phase of a project, from the initial drawing board to final commissioning.

“Winning the Best Place to Work award for the seventh year in a row is a testament to the stability and dedication of our team,” said Scott Hoselton, president of ACS. “In a highly complex, demanding industry, we foster a culture of mutual accountability that ensures our people feel safe, valued, and empowered.” His statement cuts to the core of their strategy: safety isn't a checklist, but an outcome of a culture where people are empowered to protect themselves and their colleagues.

Beyond the Blueprint: Building a Culture That Retains Talent

While physical safety is paramount, the industry faces an equally insidious crisis: mental burnout. Long hours, tight deadlines, and the immense pressure of complex design-build projects create a high-stress environment. The construction sector has one of the highest suicide rates of any profession, a stark indicator of a systemic mental health challenge. This is where ACS’s seventh consecutive ‘Best Place to Work’ award, an honor based heavily on employee feedback, becomes so significant.

The award process, managed by the Best Companies Group, rigorously evaluates leadership, culture, role satisfaction, and overall engagement. ACS's consistent success points to an organization that actively mitigates the unique stressors of its field. Anonymous employee feedback highlights a sentiment of feeling “valued every day” and being “actively involved in planning and executing projects.” This sense of ownership and impact is a powerful antidote to the burnout that plagues many engineering and design professionals.

In a market facing a persistent labor shortage—with an estimated 500,000 new workers needed in 2026 alone—such a culture becomes a formidable competitive advantage. “Our approach allows us to attract and retain the top-tier engineering talent required to solve our industry's toughest challenges,” Hoselton noted. For ACS, a positive workplace isn't just a morale booster; it's a strategic imperative for securing the human capital needed to innovate and excel.

The Tangible ROI of Well-Being

The ultimate proof of this strategy's success lies in the value delivered to clients. A safe, stable, and engaged workforce is a reliable one. The consistency and creativity that Hoselton speaks of are not abstract ideals but direct results of a team that isn't depleted by safety concerns or a toxic culture. When engineers and builders feel secure and valued, they are free to focus their full intellectual and creative energy on solving complex problems for clients in demanding sectors like automotive, aerospace, and advanced manufacturing.

This translates into tangible project success. Whether engineering a high-capacity material handling machine, delivering a turnkey automated assembly line to boost productivity, or fabricating a modular skid for a carbon capture plant, ACS’s work is defined by precision and reliability. The company operates as a systems integrator, meaning it combines deep knowledge of building design, process systems, automation, and controls to make entire facilities work more efficiently. This holistic approach requires immense collaboration and trust—qualities nurtured by its award-winning culture.

As Hoselton explained, “Our clients experience the benefits of that talent through the consistency and creativity our teams bring to every project.” In essence, ACS’s investment in its people provides its clients with the highest form of assurance: that their projects are in the hands of a dedicated, world-class team that is built to last. This model proves that prioritizing employee well-being isn't a cost center but a direct driver of quality, innovation, and long-term client relationships.