You want fewer serious injuries and fatalities, not just lower recordables. A positive safety culture is how you achieve that. It is the shared beliefs, decisions, and everyday behaviors that protect people when no one is watching. At Krause Bell Group, we see culture as the interaction between leadership, systems, data, and the workforce –…
Improving safety culture is not about adding more rules. It is about shaping what people believe, say, and do when no one is watching. This guide gives you practical steps to develop a culture of safety that prevents serious injuries and fatalities, strengthens trust, and sustains performance across sites, shifts, and remote teams. For broader…
A positive safety culture is not a poster or a slogan. It is the daily pattern of decisions, conversations and trade-offs that reduce exposure and prevent serious incidents and fatalities (SIFs). When you build it deliberately, you improve trust, quality and performance. Use the guidance below to align leadership behaviors, systems and data so safety…
For most of the last 70 years or so safety leaders have emphasized the importance of safety-related behavior. On the surface, it seems obvious that their approach is the right way to think about it. Following a safety breach, the line of questioning centers around why the incident happened. And the answer usually comes down…
It was 1993 and Paul O’Neill was attending his first board meeting as a Director at one of the largest companies in the world. Just as the meeting was coming to a close, O’Neill asked, “Where is the safety report?” As the story goes, no safety report was planned but the question had profound effects. It set the company on the path to creating safety excellence and embedding safety as a cultural value. Board member influence can do that — uniquely — and it saves lives while creating business value.
Few leaders can honestly say they know how to create, maintain, and enhance their culture. At the same time, the success of a culture change effort depends on the degree to which leaders understand and relate their own decisions, behaviors, and thought processes to the culture itself. The most challenging part of culture change is…
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