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

Economic uncertainty is dominating discussions across the manufacturing sector in 2025, including in plastics decorating and assembly operations. According to Sentry’s 2025 C-Suite Stress Index: Large Businesses, 39% of executives at 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 at large companies report feeling more stressed this year than last – a rate 15 percentage points higher than among small and mid-size counterparts. That stress is shaping decisions in real time. 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.
2. Deferring cybersecurity system upgrades: More than half (51%) are holding off on upgrades, leaving systems vulnerable to cyber threats – an increasingly relevant concern for the plastics industry.
3. 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. This increases injury risk.

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 direct-to-object printing, in-mold decorating, high-speed assembly or other plastics decorating processes, equipment reliability and operator alertness are essential. Delaying upgrades and running machines past their safe (and intended) life cycles introduce 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 Safety features like light curtains, guards and emergency stop systems may be outdated or less responsive (and effective) than modern systems.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 pad printing press that’s been in service for 25 years without a full safety retrofit. During a routine changeover, a malfunction in the safety interlock system could allow the press 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 easily could exceed the price of a planned upgrade.

Deferring cybersecurity updates can be just as dangerous. Many plastics manufacturers 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 decorating machinery, inks, adhesives and particulates. Supervisors can integrate PPE checks into shift start-up routines to embed compliance into daily habits.
• Maintain tidy workstations: Around presses and curing ovens, clutter creates risk. Encourage employees to clean up tools, cords and spills to prevent slips, trips and falls.
• Prioritize preventive maintenance: Regularly inspect presses, conveyors and robotics. 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 a 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, and 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 and pair newer operators with experienced employees for the first few shifts.

Even during labor shortages, breaks remain essential. Fatigue is consistently 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, plastics decorators 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 National Accounts – Safety and Industrial Hygiene Services. 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.