The Complete Guide to Building a Safety Culture: A Business Leader's Blueprint

Introduction: Why Safety Culture Matters for Business Leaders

In today's competitive business environment, safety culture has emerged as a critical differentiator between high-performing organizations and those struggling with incidents, compliance issues, and employee turnover. For business leaders, understanding and building a strong safety culture isn't just about regulatory compliance—it's about creating sustainable competitive advantage.

Organizations with strong safety cultures experience 70% fewer incidents than those with weak safety cultures. But the benefits extend far beyond injury prevention. A positive safety culture improves productivity by 15-20%, reduces workers' compensation costs by 40-60%, enhances employee morale and retention, and strengthens your organization's reputation with customers, investors, and stakeholders.

This comprehensive guide provides business leaders with a proven framework for building, measuring, and sustaining a world-class safety culture. Whether you're starting from scratch or looking to take your safety culture to the next level, this blueprint will give you the strategies, tools, and insights you need to succeed.

What You'll Learn in This Guide

• Understanding Safety Culture: What it is, why it matters, and how it differs from safety programs
• Assessment Strategies: How to measure your current safety culture and identify improvement opportunities
• Implementation Framework: Step-by-step process for building safety culture from the ground up
• Leadership's Role: How executives and managers drive cultural transformation
• Sustainability Practices: Strategies for maintaining momentum and continuous improvement
• Industry Applications: Specific considerations for manufacturing, healthcare, and other sectors
• Measurement & ROI: How to track progress and demonstrate business value

Chapter 1: Understanding Safety Culture

What is Safety Culture?

Safety culture is the collection of beliefs, perceptions, values, and attitudes that employees share about safety in the workplace. It's "the way we do things around here" when it comes to safety—the unwritten rules, norms, and behaviors that define how seriously an organization takes the health and wellbeing of its people.

Unlike safety programs, which are formal systems and procedures, safety culture is organic and behavioral. It's reflected in what people do when no one is watching, how they respond to safety concerns, and whether they feel empowered to speak up about hazards without fear of retaliation.

The Five Levels of Safety Culture Maturity

Safety culture exists on a continuum, and understanding where your organization falls is crucial for improvement. The Hudson Model identifies five distinct levels:

1. Pathological (Level 1): "Who cares as long as we're not caught?"

Organizations at this level view safety as a burden and actively resist safety initiatives. Incidents are hidden, blame is common, and messengers of bad news are shot. Safety is seen as getting in the way of productivity.

Characteristics:

• Safety violations are routine and accepted
• Incident reporting is discouraged or punished
• Leadership shows no visible commitment to safety
• Safety is viewed as someone else's responsibility
• High incident rates and near-miss occurrences

2. Reactive (Level 2): "Safety is important; we do a lot every time we have an incident"

These organizations take safety seriously only after incidents occur. They implement fixes reactively but don't proactively identify and address hazards. Safety is still seen primarily as a compliance issue.

Characteristics:

• Safety actions are triggered by incidents
• Focus on lagging indicators (injury rates)
• Blame culture still prevalent
• Safety programs exist but aren't fully integrated
• Inconsistent safety performance

3. Calculative (Level 3): "We have systems in place to manage all hazards"

Organizations at this level have comprehensive safety management systems and collect extensive data. However, safety is still largely driven by management rather than being owned by all employees.

Characteristics:

• Robust safety management systems
• Data-driven approach to safety
• Focus on compliance and procedures
• Safety is managed top-down
• Improving but plateauing incident rates

4. Proactive (Level 4): "We work on the problems that we still find"

These organizations actively seek out safety issues before they result in incidents. Employees are engaged in safety improvement, and there's a shift from compliance to commitment.

Characteristics:

Strong employee engagement in safety

Focus on leading indicators and prevention

Open communication about safety concerns

Continuous improvement mindset

Low incident rates with ongoing improvement

5. Generative (Level 5): "Safety is how we do business around here"

At the highest level, safety is fully integrated into all business processes and decisions. It's a core value that guides behavior at all levels. Organizations achieve sustained excellence and become industry leaders.

Characteristics:

• Safety is a core organizational value
• Everyone feels responsible for safety
• Chronic unease—always looking for what could go wrong
• Learning organization that shares lessons widely
• Industry-leading safety performance

Safety Culture vs. Safety Climate vs. Safety Programs

It's important to distinguish between these related but different concepts:

Safety Culture is the deep-rooted beliefs and values about safety. It's relatively stable and changes slowly over time. Think of it as the organization's personality regarding safety.

Safety Climate is the surface-level perception of safety at a given point in time. It's more temporary and can fluctuate based on recent events, leadership changes, or organizational pressures. Climate is a snapshot; culture is the underlying foundation.

Safety Programs are the formal systems, procedures, and initiatives designed to manage safety. They're important tools, but they don't automatically create culture. You can have excellent programs with poor culture, or strong culture that makes average programs highly effective.

Key Components of a Strong Safety Culture

Research and experience have identified several essential elements that characterize organizations with strong safety cultures:

1. Leadership Commitment and Visibility

Leaders at all levels demonstrate genuine commitment to safety through their actions, decisions, and resource allocation. They're visible on the floor, engage in safety conversations, and hold themselves accountable to the same standards as everyone else.

2. Employee Empowerment and Engagement

Workers feel empowered to stop work when they identify hazards, report concerns without fear of retaliation, and actively participate in safety improvement initiatives. Safety is everyone's responsibility, not just management's.

3. Open Communication and Trust

There's transparent, two-way communication about safety issues. People feel comfortable speaking up, asking questions, and admitting mistakes. Information flows freely up, down, and across the organization.

4. Learning Orientation

The organization views incidents and near-misses as learning opportunities rather than occasions for blame. There's systematic investigation of events, sharing of lessons learned, and continuous improvement of systems and processes.

5. Accountability at All Levels

Clear expectations exist for safety performance, and everyone is held accountable—from the CEO to frontline workers. Accountability is fair, consistent, and focuses on both results and behaviors.

6. Integration with Business Operations

Safety isn't a separate program but is integrated into all business processes, decisions, and metrics. It's considered in planning, budgeting, performance reviews, and strategic initiatives.

Chapter 2: Assessing Your Current Safety Culture

Before you can improve your safety culture, you need to understand where you currently stand. Assessment provides the baseline data necessary for setting goals, tracking progress, and demonstrating ROI. It also helps identify specific areas that need attention and resources.

Why Assessment Matters

Many organizations make the mistake of implementing safety culture initiatives without first understanding their current state. This is like trying to navigate to a destination without knowing your starting point. Assessment provides:

• Baseline Data: Establishes where you are today so you can measure improvement
• Gap Identification: Reveals specific weaknesses and opportunities
• Resource Prioritization: Helps focus efforts where they'll have the most impact
• Stakeholder Buy-in: Provides objective data to support investment in safety culture
• Progress Tracking: Enables measurement of improvement over time

Assessment Methods and Tools

1. Safety Culture Surveys

Surveys are the most common assessment tool, providing quantitative data on employee perceptions across multiple dimensions of safety culture. Effective surveys typically measure:

• Leadership commitment and visibility
• Employee empowerment and engagement
• Communication and trust
• Accountability and consequences
• Learning and continuous improvement
• Resources and support for safety
• Work pressure and production vs. safety

Best Practices for Safety Culture Surveys:

• Ensure anonymity to get honest responses
• Survey all levels of the organization
• Use validated instruments when possible
• Achieve high response rates (aim for 70%+)
• Analyze results by department, shift, and level
• Share results transparently with the organization
• Develop action plans based on findings
• Resurvey annually to track progress

2. Leadership Interviews

One-on-one interviews with executives and managers provide qualitative insights into leadership's understanding of safety culture, their commitment level, and potential barriers to improvement.

Key Interview Questions:

• How would you describe our organization's safety culture?
• What role do you play in safety?
• How do you balance production and safety pressures?
• What are the biggest barriers to improving safety?
• How do you hold people accountable for safety?
• What would it take to achieve zero incidents?

3. Behavioral Observations

Observing actual workplace behaviors provides objective data on how safety culture manifests in day-to-day operations. Look for:

• Use of personal protective equipment
• Following of procedures and protocols
• Housekeeping and workplace organization
• Response to near-misses and hazards
• Communication about safety issues
• Leadership presence and engagement

4. Document and Data Review

Analyzing existing safety data and documentation reveals patterns and trends:

• Incident rates and trends (TRIR, DART, severity)
• Near-miss reporting rates and quality
• Safety meeting attendance and participation
• Training completion rates
• Audit and inspection findings
• Workers' compensation costs
• Safety suggestion implementation rates

5. Focus Groups

Small group discussions with employees from different levels and departments provide rich qualitative data and help validate survey findings. Focus groups can explore:

• Perceptions of leadership commitment
• Barriers to reporting incidents and concerns
• Effectiveness of current safety programs
• Ideas for improvement
• Cultural norms and unwritten rules

Key Indicators of Safety Culture Maturity

When assessing your safety culture, look for these telltale signs at each maturity level:

Signs of Weak Safety Culture:

• Low or declining near-miss reporting
• High incident rates with little improvement
• Safety meetings poorly attended or ineffective
• Blame and punishment for incidents
• Safety seen as separate from operations
• Inconsistent enforcement of safety rules
• Leadership rarely visible on the floor
• Employees don't feel empowered to stop work

Signs of Strong Safety Culture:

• High and increasing near-miss reporting
• Low and declining incident rates
• Active employee participation in safety
• Learning approach to incidents
• Safety integrated into all decisions
• Consistent accountability at all levels
• Visible and engaged leadership
• Employees empowered and willing to speak up

Benchmarking Against Industry Standards

Understanding how your safety culture compares to industry peers provides context and helps set realistic improvement goals. Consider benchmarking:

• Incident Rates: Compare TRIR, DART, and severity rates to industry averages
• Survey Scores: Use validated instruments with normative data
• Best Practices: Assess adoption of recognized safety culture practices
• Recognition: Pursue safety excellence awards and certifications

Resources for benchmarking include:

• Bureau of Labor Statistics (BLS) injury and illness data
• Industry associations and safety councils
• OSHA Voluntary Protection Program (VPP)
• Campbell Institute research and benchmarking
• Professional safety organizations (ASSE, NSC)

Continue reading: Building a Culture of Safety in Healthcare | 15 Proven Strategies to Improve Safety Culture | Safety Culture and Leadership

Chapter 3: Building a Safety Culture from the Ground Up

Now that you understand what safety culture is and have assessed your current state, it's time to build or transform your safety culture. This chapter provides a proven, step-by-step framework that business leaders can follow to create lasting cultural change.

The Safety Culture Transformation Framework

Building a strong safety culture requires a systematic approach that addresses multiple dimensions simultaneously. Our framework consists of seven interconnected elements:

1. Establish Leadership Commitment and Visible Felt Leadership

Safety culture transformation must start at the top. Leaders set the tone, allocate resources, and model the behaviors they want to see throughout the organization.

Key Actions for Leaders:

• Make Safety a Core Value: Explicitly state that safety is a fundamental organizational value, not just a priority that can shift
• Allocate Resources: Provide adequate budget, time, and personnel for safety initiatives
• Be Visible: Spend time on the floor, conduct safety walks, attend safety meetings, and engage with frontline workers
• Communicate Consistently: Talk about safety in every meeting, town hall, and communication
• Hold Yourself Accountable: Follow all safety rules yourself and acknowledge when you make mistakes
• Celebrate Safety Successes: Recognize and reward safe behaviors and safety improvements
• Learn from Failures: Respond to incidents with curiosity rather than blame

Visible Felt Leadership in Action:

Visible felt leadership means leaders are not only seen but also felt—their presence makes a positive impact. This includes:

• Conducting meaningful safety conversations, not just observations
• Asking questions and listening to concerns
• Taking immediate action on identified hazards
• Following up on commitments made during safety interactions
• Sharing personal safety stories and vulnerabilities

2. Develop and Communicate a Clear Safety Vision

A compelling safety vision provides direction and inspiration for the cultural transformation. It should be:

• Aspirational: Paint a picture of the desired future state
• Specific: Define what success looks like in concrete terms
• Memorable: Easy to understand and remember
• Aligned: Connected to overall business strategy and values
• Inclusive: Developed with input from all levels

Example Safety Vision Statements:

• "Zero incidents, zero compromises—everyone goes home safe every day"
• "Safety excellence through engaged people and continuous improvement"
• "Building a culture where safety is how we do business"

3. Engage and Empower Employees at All Levels

Safety culture cannot be imposed from the top down—it requires active participation and ownership from everyone. Employee engagement strategies include:

Safety Committees and Teams:

• Establish cross-functional safety committees with real authority
• Give committees budget and decision-making power
• Ensure diverse representation across departments, shifts, and levels
• Provide training and support for committee members
• Share committee activities and decisions widely

Stop Work Authority:

• Explicitly empower all employees to stop work when they identify hazards
• Protect workers from retaliation for exercising stop work authority
• Celebrate and recognize appropriate use of stop work authority
• Investigate and address the root causes that led to the stop work

Safety Suggestion Programs:

• Create easy-to-use systems for submitting safety ideas
• Respond to all suggestions within a defined timeframe
• Implement good ideas quickly and give credit to submitters
• Explain why suggestions can't be implemented when that's the case
• Track and publicize suggestion submission and implementation rates

Peer-to-Peer Safety Observations:

• Train employees to conduct safety observations of their peers
• Focus on positive reinforcement and coaching, not policing
• Use observations as learning opportunities
• Share trends and insights from observation data

4. Build Open Communication and Trust

Trust is the foundation of a strong safety culture. Without it, employees won't report hazards, admit mistakes, or speak up about concerns. Building trust requires:

Transparent Communication:

• Share safety data openly, including both successes and failures
• Explain the reasoning behind safety decisions
• Admit when leadership doesn't have all the answers
• Provide regular updates on safety initiatives and progress

Two-Way Dialogue:

• Create forums for employees to voice concerns and ask questions
• Actively solicit input on safety policies and procedures
• Respond to questions and concerns promptly and honestly
• Show how employee input influences decisions

Psychological Safety:

• Make it safe to report incidents, near-misses, and concerns
• Respond to reports with curiosity and appreciation, not blame
• Protect confidentiality when appropriate
• Address retaliation swiftly and seriously

5. Implement Effective Training and Development

Training is essential for building knowledge, skills, and capabilities needed for a strong safety culture. Effective safety training:

Goes Beyond Compliance:

• Covers not just what to do, but why it matters
• Develops critical thinking and problem-solving skills
• Builds understanding of human factors and error prevention
• Teaches effective safety communication and leadership

Is Engaging and Relevant:

• Uses adult learning principles and interactive methods
• Incorporates real examples and scenarios from your workplace
• Allows for practice and skill development
• Connects to employees' actual work and challenges

Reaches All Levels:

• Executive safety leadership training
• Supervisor and manager safety coaching skills
• Frontline worker safety awareness and skills
• Safety committee and team effectiveness training
• Specialized training for safety professionals

6. Create Accountability Systems

Accountability ensures that safety expectations are clear and that everyone is held responsible for their role in safety. Effective accountability:

Starts with Clear Expectations:

• Define specific safety responsibilities for each role
• Include safety in job descriptions and performance standards
• Communicate expectations clearly and consistently
• Ensure expectations are reasonable and achievable

Applies to Everyone:

• Hold executives, managers, and workers to the same safety standards
• Address violations consistently regardless of position or performance
• Make safety performance a factor in promotions and rewards
• Lead by example at all levels

Focuses on Both Results and Behaviors:

• Measure and reward leading indicators (behaviors) not just lagging indicators (incidents)
• Recognize positive safety actions and contributions
• Address at-risk behaviors through coaching and support
• Reserve discipline for willful violations and reckless behavior

Is Fair and Consistent:

• Apply consequences consistently across the organization
• Consider context and contributing factors
• Focus on system improvements, not just individual blame
• Provide due process and opportunity for explanation

7. Integrate Safety into All Business Processes

Safety culture is strongest when safety is woven into the fabric of how business gets done, not treated as a separate program. Integration strategies include:

Strategic Planning:

• Include safety goals in strategic plans and business objectives
• Consider safety implications in major business decisions
• Allocate resources for safety in annual budgets
• Track safety metrics alongside financial and operational metrics

Operational Processes:

• Build safety into standard operating procedures
• Include safety in project planning and management
• Consider safety in equipment and technology selection
• Integrate safety into quality and continuous improvement initiatives

Human Resources:

• Screen for safety attitudes and values in hiring
• Include safety in onboarding and orientation
• Make safety part of performance reviews and development plans
• Recognize and reward safety contributions
• Address safety performance issues through coaching and discipline

The Change Management Process

Building safety culture is fundamentally a change management challenge. Successful transformation follows a structured process:

Phase 1: Create Urgency and Vision (Months 1-3)

• Conduct safety culture assessment
• Share assessment results with leadership and organization
• Develop compelling case for change
• Create safety vision and strategic plan
• Form guiding coalition of leaders and champions
• Communicate vision widely and repeatedly

Phase 2: Build Foundation (Months 4-12)

• Provide leadership training and development
• Establish safety committees and engagement structures
• Implement core programs (observations, reporting, etc.)
• Remove barriers and obstacles
• Generate and celebrate short-term wins
• Maintain momentum through consistent communication

Phase 3: Sustain and Improve (Year 2+)

• Embed safety into all business processes
• Continuously improve based on data and feedback
• Develop next generation of safety leaders
• Share successes and lessons learned
• Maintain focus and resist complacency
• Reassess culture annually and adjust strategies

Chapter 4: Improving and Sustaining Safety Culture

Building initial momentum is one thing; sustaining and continuously improving safety culture over time is another. This chapter addresses the challenges of maintaining progress and avoiding the common pitfalls that cause safety culture initiatives to stall or regress.

Overcoming Resistance to Change

Resistance to safety culture change is natural and predictable. Understanding and addressing resistance is crucial for success.

Common Sources of Resistance:

1. "We've Always Done It This Way"

People are comfortable with familiar routines and may resist changes to established practices.

Strategy: Involve employees in designing new approaches, show respect for past practices while explaining why change is needed, and provide adequate training and support.

2. "This is Just Another Program"

Cynicism from past failed initiatives can create skepticism about new safety culture efforts.

Strategy: Acknowledge past failures, explain what will be different this time, demonstrate sustained leadership commitment, and deliver on promises.

3. "Safety Slows Us Down"

Production pressure can create perception that safety and productivity are in conflict.

Strategy: Show how safety improves productivity, never compromise safety for production, address systemic issues that create time pressure, and recognize safe production.

4. "Management Doesn't Really Care"

Lack of trust in leadership's commitment undermines culture change efforts.

Strategy: Demonstrate visible felt leadership, follow through on commitments, allocate resources, hold leaders accountable, and communicate transparently.

5. "I Might Get in Trouble"

Fear of consequences for reporting issues or admitting mistakes inhibits participation.

Strategy: Create psychological safety, respond to reports with appreciation, focus on system improvements, and address retaliation swiftly.

Maintaining Momentum Over Time

Safety culture improvement often follows a predictable pattern: initial enthusiasm and progress, followed by a plateau or even regression. Sustaining momentum requires:

1. Continuous Communication

• Regularly share safety culture progress and metrics
• Tell stories of safety culture in action
• Celebrate successes and learn from setbacks
• Keep safety culture visible in all communications
• Refresh messaging to maintain interest

2. Ongoing Leadership Engagement

• Maintain visible felt leadership practices
• Continue safety walks and conversations
• Participate in safety committees and initiatives
• Address safety in business reviews and meetings
• Model desired behaviors consistently

3. Fresh Initiatives and Innovation

• Introduce new programs and approaches periodically
• Pilot innovative safety technologies and methods
• Benchmark against other organizations
• Attend conferences and bring back new ideas
• Encourage employee innovation and experimentation

4. Recognition and Celebration

• Regularly recognize safety contributions and achievements
• Celebrate milestones and improvements
• Share success stories widely
• Make recognition meaningful and personal
• Tie recognition to specific behaviors and values

5. Continuous Improvement Mindset

• Never declare victory or become complacent
• Always look for the next level of improvement
• Learn from incidents and near-misses
• Seek out weak signals and emerging risks
• Benchmark against best-in-class organizations

Avoiding Common Pitfalls

Many safety culture initiatives fail or stall due to predictable mistakes. Avoid these common pitfalls:

Pitfall #1: Treating Safety Culture as a Program

Safety culture is not a program you implement—it's the result of consistent leadership, systems, and behaviors over time.

Solution: Focus on changing behaviors and systems, not just launching programs. Integrate safety into existing processes rather than creating separate initiatives.

Pitfall #2: Lack of Leadership Follow-Through

Initial enthusiasm from leaders that fades over time destroys credibility and momentum.

Solution: Build safety culture activities into leaders' calendars and performance expectations. Track and report on leadership engagement metrics.

Pitfall #3: Focusing Only on Lagging Indicators

Measuring only incident rates provides limited insight and can create perverse incentives to underreport.

Solution: Develop and track leading indicators of safety culture (observations, near-miss reports, training completion, safety suggestions, etc.).

Pitfall #4: Inconsistent Accountability

Allowing some people to violate safety rules while punishing others destroys trust and credibility.

Solution: Apply safety expectations and consequences consistently across all levels. Hold leaders to the same or higher standards.

Pitfall #5: Insufficient Resources

Expecting safety culture improvement without providing adequate time, budget, and personnel sets the initiative up for failure.

Solution: Allocate appropriate resources upfront. Include safety culture in annual budgets and strategic plans.

Pitfall #6: Ignoring Middle Management

Focusing only on executives and frontline workers while neglecting supervisors and middle managers creates a "frozen middle" that blocks change.

Solution: Provide extensive training and support for supervisors and middle managers. Include them in planning and decision-making.

Chapter 5: Leadership's Role in Safety Culture

Leadership is the single most important factor in safety culture. Research consistently shows that organizations with strong safety cultures have leaders who are visibly and genuinely committed to safety. This chapter explores the specific roles and responsibilities of leaders at different levels.

The Leadership Safety Culture Model

Effective safety leadership operates on multiple levels simultaneously:

Strategic Level: Setting Direction

• Establish safety as a core organizational value
• Develop and communicate safety vision and strategy
• Allocate resources for safety initiatives
• Set safety goals and expectations
• Integrate safety into business strategy
• Hold organization accountable for safety performance

Tactical Level: Building Systems

• Design and implement safety management systems
• Develop policies, procedures, and standards
• Provide training and development programs
• Create measurement and reporting systems
• Establish accountability mechanisms
• Allocate resources to departments and functions

Operational Level: Daily Execution

• Conduct safety walks and observations
• Have safety conversations with employees
• Respond to safety concerns and issues
• Recognize safe behaviors and contributions
• Address violations and at-risk behaviors
• Model desired safety behaviors

Executive Leadership Responsibilities

CEOs, presidents, and senior executives set the tone for the entire organization. Their specific responsibilities include:

1. Visible Commitment

• Personally participate in safety activities (walks, meetings, training)
• Speak about safety in every communication
• Start meetings with safety topics
• Visit sites and engage with frontline workers
• Share personal safety stories and experiences

2. Resource Allocation

• Approve adequate safety budgets
• Ensure sufficient safety staffing
• Invest in safety technology and equipment
• Provide time for safety activities
• Support safety improvement projects

3. Strategic Integration

• Include safety in strategic planning
• Review safety metrics in business reviews
• Consider safety in major decisions
• Align safety with other business priorities
• Set ambitious safety goals

4. Accountability

• Hold direct reports accountable for safety performance
• Include safety in performance reviews
• Tie compensation to safety results
• Address safety failures swiftly
• Model accountability by following all safety rules

Middle Management's Critical Role

Supervisors and middle managers are the linchpin of safety culture—they translate executive vision into daily reality. Yet they often face the greatest challenges:

The "Frozen Middle" Problem

Middle managers can become stuck between executive expectations and operational realities, leading to:

• Conflicting messages about safety vs. production
• Insufficient time and resources to meet all demands
• Lack of authority to make needed changes
• Inadequate training in safety leadership
• Pressure from both above and below

Empowering Middle Management

To overcome the frozen middle, organizations must:

• Provide extensive safety leadership training
• Give managers authority to stop work and address hazards
• Ensure adequate time for safety activities
• Support managers when they make tough safety decisions
• Include managers in safety planning and decision-making
• Recognize and reward effective safety leadership

Key Responsibilities of Supervisors and Managers

• Conduct daily safety conversations and observations
• Ensure workers have proper training and equipment
• Address safety concerns and hazards promptly
• Investigate incidents and near-misses thoroughly
• Coach employees on safe behaviors
• Recognize and reinforce safe performance
• Never compromise safety for production
• Model safe behaviors consistently

Developing Safety Leaders

Safety leadership skills can be developed through structured programs and experiences:

Leadership Development Programs

• Executive Safety Leadership: Strategic thinking, visible felt leadership, culture change management
• Manager Safety Coaching: Effective conversations, behavioral observation, incident investigation
• Supervisor Safety Skills: Daily safety management, employee engagement, accountability
• Emerging Leader Development: Identifying and developing future safety leaders

Experiential Learning

• Participation in safety committees and task forces
• Leading safety improvement projects
• Mentoring from experienced safety leaders
• Benchmarking visits to other organizations
• Attendance at safety conferences and workshops

Continue reading: Building a Culture of Safety in Healthcare | 15 Proven Strategies to Improve Safety Culture | Manufacturing Safety Culture