How to Promote a Culture of Security in a Smart Business

A smart company combines flexibility, technology, and people-centricity, but brings with it new and interconnected risks.

• Safety culture goes beyond regulatory compliance: it is a widespread mindset that guides daily behavior and decisions.

  
  

• Smart working and security: Even remotely, physical, digital, and psychosocial risks emerge that employers must manage with guidelines and training.

  
  

• Typical risks: cybersecurity, home ergonomics, technostress, burnout, and diversity of global contexts.

  
  

• Digital training: short pills, gamification, virtual reality, and blended learning turn safety into habit.

  
  

• Leadership: Managers must be consistent role models, communicate consistently, and protect the boundaries of remote teams.

  
  

• Technology: Dashboards, apps, wearables, AI, and IoT strengthen prevention when experienced as allies, not controls.

  
  

• Safety and well-being: two inseparable dimensions that support trust, engagement, and performance.

What is a smart company?

A smart company is an organization that combines flexibility, technology, and people-centricity. It's not just a company that uses digital tools, but a company that adopts a dynamic work model, capable of rapidly adapting to change and enhancing talent even remotely.

The hallmarks of a smart company are:

• Organizational flexibility: remote or hybrid work, personalized schedules, operational autonomy.

  
  

• Strategic use of technologies: cloud platforms, collaboration tools, artificial intelligence, and IoT to manage processes and communications.

  
  

• Centrality of people: concern for well-being, inclusion, continuing education and individual empowerment.

  
  

• Sustainable vision: integrating security, environment and social responsibility into business models.

In this scenario, security cannot be managed as in a traditional company. The risks concern not only physical spaces, but also home workstations, digital devices and psychological factors related to constant connection. This is where the need to develop a culture of smart security comes in, capable of adapting to this new paradigm.

What does security culture mean in a smart company?

The culture of security in a smart company means much more than adhering to procedures or filling out compliance documents. It is a shared approach that guides workers' daily behaviors, even when they are not physically in the same place.

In a traditional context, safety is often perceived as a set of rules to be followed. In a smart company, however, security becomes an integral part of organizational culture: a way of thinking and acting that unites people, processes, and technologies. It is the answer to the implicit question: “How do we want things to be done here?”.

This means that security is not confined to operational departments or physical environments, but also extends to digital platforms, remote connections, and virtual relationships between colleagues. A smart security culture must include, in addition to physical risks, those related to digital, mental health, and psychosocial well-being.

A company that promotes this vision builds trust and a sense of belonging. Workers, even when scattered across home offices, coworking spaces, and company offices, perceive safety as a real and tangible value, which concerns their daily lives. It is not only an obligation, but an element that strengthens the organization's productivity, collaboration, and reputation.

In short, talking about a culture of safety in a smart company means transforming a regulatory fulfillment into a widespread mindset, which adapts to the flexibility and speed of new working models.

Why is security a priority for remote workers too?

Security is a priority for remote workers because the risks don't go away when you move from the office to your home. They simply change shape.

Those working remotely may be exposed to ergonomic problems, such as musculoskeletal pain from makeshift workstations, or to visual disturbances caused by prolonged use of screens. There is no shortage of psychological risks: technostress, burnout, social isolation, and difficulty separating private and professional life. All factors that directly affect well-being and productivity.

Added to these are digital risks. Cybersecurity becomes an integral part of security culture: insecure connections, the use of unsecured personal devices, and phishing are real-world threats that can compromise sensitive data and business processes.

From a regulatory perspective, Legislative Decree 81/08 also extends responsibilities to smart working. The employer has an obligation to protect the health and safety of the employee, even if he or she operates from home. This does not mean transforming the home into a standard office, but providing clear guidance on ergonomics, breaks, suitable tools, and safe use of technologies.

Promoting safety for remote workers therefore requires a shift in mindset: from the direct control typical of the office, to an approach based on individual accountability, training support, and the creation of practical guidelines. When corporate culture conveys trust and awareness, employees become the first allies in ensuring a healthy and safe work environment, wherever they are.

What are the typical risks of smart companies?

The risks of smart companies arise from the intersection of digital and physical. Work is constantly shifting between home, office, and shared spaces, and this fluidity that makes organization fast and adaptable brings with it new vulnerabilities. The culture of security cannot therefore be limited to a single environment, but must govern a hybrid ecosystem.

One of the most sensitive points is business continuity. In a distributed context, every task moves from home connections, shared clouds, or mobile access. All it takes is unsecured Wi-Fi, outdated software, or a reckless click on a malicious link to block critical processes and put data and business reputation at risk. Cybersecurity, here, is not a separate chapter: it is an integral part of corporate security and depends as much on everyday behavior as on technological tools.

Alongside the digital dimension, the physical one emerges. Many remote workers operate in spaces not designed for long hours of activity: makeshift chairs, poorly positioned screens, inadequate lighting. These conditions do not cause immediate damage, but over time they generate musculoskeletal pain, visual fatigue, and drops in concentration. Prevention involves consistent habits – regular breaks, correct posture, minimal organization of spaces – rather than sophisticated equipment.

Psychosocial risks are no less relevant. Permanent connection, never-stopping chats, and close meetings push people to live in a state of constant alert. The line between private and professional life is blurring and technostress and burnout are increasing. Isolation, especially in completely remote teams, can erode motivation and a sense of belonging. Countering this drift requires a shared grammar of hybrid work: clear schedules, the right to disconnect, human check-in times, and leadership that can lead by example.

Smart companies also have to deal with the diversity of contexts. Global teams operate in different time zones, with uneven local practices and environments. A single policy risks being too abstract: security principles must be translated into context-adaptable behaviors, with simple, visual, and repeated communication over time.

The most insidious feature is that the risks do not arise in isolation. They add up and amplify: an awkward location, combined with the pressure of tight deadlines and digital distraction, more easily leads to errors. Similarly, fatigue reduces attention and increases the likelihood of falling into a cyber attack. This is why security cannot be managed in silos. A systemic vision is needed, where technological, organizational, and cultural barriers reinforce each other and compensate for the fragilities that emerge.

In conclusion, smart companies have no less risk than traditional organizations, they have different and interconnected ones. The answer is not to multiply procedures, but to transform daily habits: digital awareness, ergonomics, healthy boundaries, clear communication, and consistent leadership.

How to adapt training to digital culture?

Training is the most powerful means of making the culture of security in a smart company a reality. However, it cannot follow the models designed for the traditional office: it must speak digital language, adapt to the flexibility of new work contexts, and fit naturally into people's daily lives.

To be truly effective, training must free itself from the logic of fulfillment. Standard webinars or registered courses generate little awareness: in smart organizations, the experience works better. Short pills integrated into business platforms, interactive modules, and gamification mechanics. These tools don't interrupt the workflow, but accompany it, turning security into a habit.

Immersive technologies expand the possibilities even further. Virtual reality and augmented reality allow you to simulate realistic scenarios and train your risk perception without taking risks. For those working remotely, this means experiencing intense and memorable training without having to travel, consolidating stable and lasting behaviors.

The digital dimension also makes it possible to include those working at geographical and cultural distances. Asynchronous content ensures accessibility in any time zone, while synchronous online sessions preserve a sense of community. It is in the combination of these two modalities –blended learning– that training becomes most effective: flexible and, at the same time, capable of creating connection.

Then there is one aspect that distinguishes smart companies: the ability to measure in depth. E-learning platforms don't just record attendance, they allow us to understand whether training translates into real behavior. Digital dashboards and KPIs show whether workers adopt ergonomic workstations, report cyber risks, or comply with scheduled breaks. This is where training becomes a strategic tool, because it links learning and performance.

Finally, safety and well-being must be presented as two inseparable dimensions. It's not enough to say “what to do to avoid accidents”: we need to show how safety improves quality of life, reduces stress, and strengthens productivity. When people perceive that training is also designed for them and not just for the company, membership grows and culture is consolidated.

For this reason, in a smart organization, training is not an isolated event but a continuous ecosystem: short, immersive, tracked, and connected to well-being. It is a path that accompanies every worker, wherever he or she is, to betweensformare la sicurezza in una pratica quotidiana.

How can leadership promote security in smart environments?

In smart companies, leadership is the true engine of security culture. It's not enough to introduce digital procedures or policies: workers, often distributed and autonomous, need concrete examples that transform principles into everyday behavior.

A leader who wants to strengthen security must first show consistency. Credibility comes from behavior: team leaders must respect the same rules they propose, demonstrating attention to ergonomics during calls, managing breaks with balance, and reporting any digital risks firsthand. Security is not preached: you live.

Alongside the example, there is the ability to communicate. In remote contexts, distance reduces the perception of risk, so the leader must maintain attention with clear and regular messages. No proclamations are needed, but small contextual reminders: start a meeting by remembering the importance of activating dual authentication, close a call emphasizing the value of pauses, or celebrate those who have reported a vulnerability. It is this everyday language that normalizes security and makes it part of the shared culture.

Leadership in a smart company is also measured by the ability to engage. Security is never an individual task, but a widespread responsibility. For this reason, managers must encourage participation: ask for feedback, value those who propose ideas to improve processes, and recognize virtuous behavior. Security thus becomes a field in which every person feels like a protagonist, not simply the recipient of rules.

Then there is a less obvious, but crucial aspect: the protection of borders. In hybrid work, the risk is invisibility, with people pushing the envelope or isolating themselves without anyone noticing. An attentive leader can read weak signals – drops in energy, delays, excessively nocturnal responses – and intervenes with listening, support, and balanced organization. Not to control, but to protect the health and well-being of the team.

Ultimately, safe leadership does not coincide with risk management in a technical sense. Rather, it is a set of everyday choices, coherent and inclusive, that transform rules and guidelines into a living culture. Only in this way, even in the most digital and distributed contexts, does security cease to be a constraint and become a factor of trust, belonging, and performance.

What technological tools support the culture of safety?

Technology is a key ally in fostering a culture of security in smart companies. It does not replace people's awareness, but strengthens it, creating connected, protected work environments capable of anticipating risks.

A first area is that of digital monitoring platforms. Integrated dashboards allow you to collect real-time data on the status of connections, logins, and tools used by workers. It's not about surveillance, but about reading weak signals that can indicate vulnerabilities: suspicious login attempts, frequent errors, slowdowns due to outdated systems. The transparency of this data helps teams perceive security as a shared process.

Another key tool is dedicated safety applications. Some allow quick check-ins to confirm the safety status of those working remotely, others offer real-time notifications in case of emergencies or company campaigns. These systems are useful not only in production settings, but also in office work: they remember ergonomic breaks, send contextual guidelines, and report suspicious activity. Technology thus becomes a practical support for everyday life.

Wearable devices, or wearables, open up even more advanced scenarios. Sensors applied to smartwatches or headphones allow you to monitor well-being parameters such as posture, heartbeat, or exposure to excessive noise. In home or coworking environments they help prevent physical problems related to poor posture or fatigue. From a security culture perspective, these tools transform prevention into a natural gesture, integrated with people's digital lives.

Alongside these systems, artificial intelligence and IoT (Internet of Things) offer the ability to anticipate risks. By analyzing historical and current data, predictive AIs recognize patterns associated with potential digital incidents or vulnerabilities. An alert sent at the right time allows you to intervene before the problem turns into a critical event. This “proactive” approach changes the role of security: from control to empowerment tool.

The real challenge, however, is not technological but cultural. Tools only work if they are perceived as allies, not surveillance systems. That is why they need to be accompanied with clear communication, targeted training and consistent leadership. The goal is not to spy on workers, but to provide them with useful tools to protect themselves and work better.

In a smart company, therefore, technology is not an accessory. It is an integral part of the safety culture, because it makes hidden risks visible and offers immediate solutions, without slowing down operations. When integrated with conscious behavior and responsible leadership, technology becomes the bridge that unites prevention, well-being, and performance.

How to integrate organizational security and well-being into a smart company?

In smart safety and wellness companies, they cannot travel on separate tracks. These organizations are founded on flexibility, digitalization, and distributed work: elements that, while increasing autonomy and productivity, also introduce physical, digital, and psychological risks. For this reason, safety culture must also embrace organizational well-being, transforming it into an integral part of the Employee Experience.

One obvious example concerns smart working. A well-designed home station is not only an ergonomic requirement, but a signal of care that the company sends to its employees. Providing space setup guidelines, refunds for appropriate chairs and screens, or ergonomic kits to be delivered to your home means protecting your health while building trust. Those who perceive attention to their well-being tend to be more involved and respect safety rules with greater conviction.

The topic becomes even more central when it comes to psychosocial risks. Working in constant connection, perhaps in different time zones, can generate technostress and a sense of isolation. Here, safety is no longer just the absence of accidents: it is also the prevention of burnout, the balance between private and professional life, and the reduction of digital pressure. Wellbeing programs, psychological support, and clear policies on the right to disconnect are tools that simultaneously protect health and business continuity.

Integrating safety and well-being into a smart company also means reviewing internal communication.Procedures and documents aren't enough: short, clear, and frequent messages are needed, reminding us of safe behaviors and promoting healthy practices. Careful leadership reinforces the message by valuing virtuous behaviors, such as those who report digital risks, respect breaks, or propose solutions to reduce stress in remote teams.

Finally, well-being must be included in the performance evaluation criteria. In a smart context, not only the result matters, but also how it was achieved. Rewarding the ability to collaborate safely, respect boundaries, and support colleagues becomes part of the company culture.

In short, in a smart company the real innovation is to conceive of safety and well-being as two sides of the same coin. It's not just about reducing injuries or digital vulnerabilities, but about building an ecosystem where people work safely, healthily, and motivated, wherever they are.

Conclusion

Promoting a culture of safety in a smart company means completely rethinking the very concept of protection. It's not enough to apply standard procedures: you need to build a shared mindset, capable of embracing physical, digital, and psychological risks.

Safety becomes an integral part of organizational well-being, connected to the quality of the Employee Experience and supported by technologies that simplify and strengthen virtuous behaviors. Leadership plays a central role: it is the model that makes security a habit, not an imposition.

In fluid, digital, and distributed environments, the real innovation lies in integrating safety, well-being, and productivity. Companies that succeed in doing so not only reduce risks, but build trust, attractiveness, and resilience. This is the basis for sustainable growth in the new era of work.

Faq

What obligations does the employer have with employees working remotely?

The employer must ensure health and safety even for those working remotely. This does not mean transforming homes into traditional offices, but providing guidelines, tools, and training so that employees can work in safe conditions. The obligation extends to workstation ergonomics, working time management and digital risk prevention. In a smart company, the employer is called upon to combine regulatory protection and practical support, offering clear guidance and useful materials for organizing work in a healthy way.

How to ensure ergonomics and safety at home?

Simple rules and appropriate tools are enough. An adjustable chair, a monitor at eye level, good natural lighting reduce the risk of musculoskeletal pain and eye strain. Smart companies can support employees by providing ergonomic kits, equipment refunds, or how-to guides on how to organize spaces. Digital training helps consolidate these habits, transforming ergonomics into everyday behavior, not an accessory detail.

What digital tools make security management easier?

Smart apps, dashboards, and sensors help prevent risks. Smart companies use built-in platforms to monitor safety indicators, applications that remember breaks and best practices, and even wearables that detect poor posture or stress levels. The goal is not to control employees, but to provide them with immediate support to work better and with less risk. Technology, when perceived as an ally, builds trust and accelerates the spread of security culture.

How does security culture increase productivity and business attractiveness?

A sound safety culture improves the quality of work and the image of the enterprise. Employees who feel protected and valued are more motivated, less prone to mistakes, and more loyal to the organization. Furthermore, a company that integrates safety and well-being into its strategy becomes more attractive to talent, especially younger generations seeking healthy and inclusive work environments. For a smart company, security isn't just prevention: it's a competitive lever that strengthens productivity, employer branding, and reputation.

What is the difference between formal security and security culture?

Formal safety is limited to compliance; safety culture becomes a shared value. In smart companies, it's not enough to be compliant with Legislative Decree 81/08: we need to transform the rules into daily habits. Security culture is what makes the difference between a document forgotten in a drawer and spontaneous behavior that prevents physical, digital, and psychological risks. It is the widespread mindset that makes organizations truly resilient.

Alberto Rosso

CEO/Director AR19