By Michael D. Zblewski, director of safety services, national accounts, Sentry Insurance

Economic uncertainty is dominating discussions across the manufacturing sector in 2025, including printing, packaging and associated operations. According to Sentry’s 2025 C-Suite Stress Index: Large Businesses, 39% of executives with large enterprises rank economic uncertainty as a leading threat, just behind supply chain and logistics challenges (combined 45%). Coupled with inflation (34%) and labor shortages (29%), pressure continues to mount. The stress is tangible: 82% of leaders of large companies report feeling more stressed this year than last – 15 percentage points higher than their small and mid-size counterparts. That stress is shaping decisions in real time as many executives are delaying equipment purchases, deferring technology upgrades and asking staff to do more with fewer resources.

While these tactics may help preserve budgets in the short term, they often introduce safety risks that don’t surface until months – or even years – later. Left unaddressed, those risks can escalate into costly incidents that disrupt production, compromise worker well-being and erode a company’s competitive position.

Three Cost-Driven Safety Risks on the Rise

In 2025, three main trends are standing out as safety concerns:

1. Delaying equipment upgrades: All surveyed executives at large companies report delaying upgrades. Nearly half (45%) are postponing machinery investments – raising the risk of breakdowns, failures and downtime.

• Deferring cybersecurity system upgrades: More than half (51%) are holding off on upgrades, leaving systems vulnerable to cyber threats.

• Pushing workers harder: With 60% of large businesses expecting flat or shrinking revenue, more than half (55%) are asking employees to work longer hours to meet output targets, which increases risk for injury.

Each of these decisions may be understandable in context, but each carries long-term risks that could be even more costly.

How Cost Pressures Become Safety Hazards

Whether printing through traditional or digital methods, diecutting, embossing, binding, folding or other finishing processes, equipment reliability and operator alertness are essential. Delaying upgrades and running machines past their safe (and intended) life cycles introduces risks. Safety features like light curtains, guards and emergency stop systems may be outdated or less responsive (and effective) than modern systems.

For example, imagine a diecutter that’s been in service for 25 years without a full safety retrofit. During a routine changeover, a malfunction could allow the machine to cycle unexpectedly – an error that occurs more often than one would think. Even if no one is injured, the incident could force an unplanned shutdown and thousands of dollars in emergency repairs – costs that could easily exceed the price of a planned upgrade.

Deferring cybersecurity updates can be just as dangerous. Many printers and converters rely on networked machinery, digital design systems and automated lines. A single cyberattack – such as encrypted design files – can halt production, delay shipments and damage client relationships.

The human factor is just as critical. Asking employees to work extended shifts, skip breaks or cover for absent colleagues increases fatigue – a major contributor to incidents. Sentry’s Manufacturing Injury Report (visit www.sentry.com for details) shows manufacturing workers miss an average of 68 days of work due to injury. The most common injuries involve fingers (15%) and hands (9%), often the result of momentary lapses in attention around high-speed equipment. That’s why the most effective way to address these emerging risks is to act now, starting with practical, low-cost steps that can strengthen safety without requiring major capital investment.

Low-Cost, High-Impact Safety Practices

Safety doesn’t always require large capital investment. Many high-impact solutions are low cost and can be implemented in days:

• Reinforce PPE use: Eye and respiratory protection are essential near printing, embellishing and finishing machinery, inks, adhesives and particulates. Supervisors can integrate PPE checks into shift start-up routines to embed compliance into daily habits.
• Maintain tidy workstations: Clutter creates risk. Encourage employees to clean up tools, cords and spills to prevent slips, trips and falls.
• Prioritize preventive maintenance: Regularly inspect presses and finishing equipment. Focus on loose guards, delayed shutoffs and frayed cords. Preventive maintenance helps reduce downtime and protect operators.
• Conduct ergonomic assessments: Tasks like feeding substrates or inspecting parts can cause strain. Simple adjustments – like repositioning materials or using anti-fatigue mats – can reduce risk.
• Use daily checklists: Equipment-specific checklists help identify wear before issues escalate. They also create a paper trail for accountability and follow-up.
  

Strengthen Cyber Awareness on the Plant Floor

Cybersecurity may not seem like a plant-floor issue, but a single incident can be more disruptive than machine failure. Outdated systems and untrained employees create vulnerabilities.

Embedding cybersecurity into safety culture helps close these gaps. Start with basic “cyber hygiene” habits:

• Use strong, unique passwords.
• Lock unattended devices.
• Verify unfamiliar email addresses and links.

Some manufacturers include cybersecurity in daily toolbox talks, treating it like other hazard prevention topics.

Use Peer-Led Training to Build Accountability

Experienced employees often are underused. Encourage veteran operators to mentor new hires. Peer-led training builds skills, reinforces best practices and strengthens team accountability.

Additional benefits include:

• Real-world reinforcement of formal training
• Shared responsibility across shifts and departments
• Stronger team cohesion and retention

Supervisors can amplify this impact by being visible on the floor – especially during high-output periods – to answer questions, correct unsafe behavior and lead by example.

Make Data Part of the Safety Conversation

Manufacturers already use data to monitor production. Apply that same discipline to safety. Reviewing incident logs, near-miss reports and shift schedules can highlight patterns and drive improvements.

For example:

• A spike in incidents during certain shifts may signal fatigue or staffing issues.
• Clusters of near-misses in one process may point to a training or design flaw.

Some companies now hold monthly safety analytics meetings to review trends and set action plans. This shared ownership boosts buy-in and accelerates progress.

Plan for Labor Gaps Without Increasing Risk

Cross-training can help cover absences or ramp up output, but it must be done correctly. Assigning employees to unfamiliar equipment without proper training increases errors and injuries.

An effective cross-training program should:

• Include full, role-specific training before rotations
• Offer refreshers if time has passed since last performing a task
• Pair newer operators with experienced employees for the first few shifts

Even during labor shortages, breaks remain essential. Fatigue consistently is linked to slower reactions, reduced precision and increased incidents – especially around high-speed equipment.

A Safer Path Forward

Economic uncertainty likely will persist through 2025 and into 2026, but safety doesn’t have to be sacrificed for cost control. The most resilient companies pair financial discipline with a proactive, people-first safety strategy.

By reinforcing habits, applying data, embedding cybersecurity into training and valuing both people and technology, printers, converters and finishers can reduce risk while maintaining productivity. Businesses that keep safety at the forefront – regardless of market conditions – are better positioned to weather uncertainty and emerge stronger. 

Michael D. Zblewski is Sentry’s director of safety services, national accounts. He brings more than 22 years of insurance experience, including extensive work with large customers on risk management strategies and solutions targeted at the reduction of the total risk. His expertise includes safety program development and implementation, OSHA compliance, training, safety auditing, management of workers’ compensation, and risk identification and elimination. To learn more visit, www.sentry.com.