Safety culture: definition, benefits and effective practices in the company

Safety culture is how a company thinks, communicates, and acts on workplace safety built into its organization to protect people, business, and reputation. It doesn't coincide with mandatory training alone: it's an approach that integrates values, behaviors, processes, and leadership, and that guides every organizational choice.

An organization with a developed safety culture does more than apply procedures: it promotes mutual trust, shared perceptions of the importance of prevention, and responsible behavior in every context. This results in fewer accidents, fewer absences and higher productivity.

The benefits are concrete and measurable. Companies that invest in safety culture experience significant reductions in injuries, an improved indoor climate, and a strengthened reputation with customers and stakeholders. According to data from AR19, several international projects have achieved reductions of ’80-90% in accidents thanks to integrated leadership, coaching and predictive KPI programs.

Building this culture requires method. We start with the assessment to measure the initial level, develop leaders' skills, activate coaching and communication tools, and introduce predictive indicators capable of anticipating risks before they become accidents.

The culture of safety is not a fixed-term project, but an ongoing path. It's part of corporate sustainability: a secure business is more resilient, attractive to talent, and capable of delivering solid performance over time.

What is safety culture and how is it different from compulsory training?

Safety culture is the set of values, behaviors, and decisions that guide how an organization approaches occupational health and safety. It doesn't just follow the law: it defines “how we want things done here”.

The difference with compulsory training is substantial. The training provided for by Legislative Decree 81/08 serves to impart minimum knowledge for working safely. Safety culture, on the other hand, goes beyond regulatory compliance: it means that everyone, from management to operators, internalizes safety as a value and translates it into everyday behavior.

• In a true culture of safety:

  
  

• employees recognize and report weak signals, before they become accidents;

  
  

• leaders lead by example, showing that security is a strategic priority and not a constraint;

  
  

• the company promotes mutual trust and shared perceptions about the importance of prevention (focus emerged from competing articles).

  
  

According to the AR19 approach, this culture is measurable and improvable. Through assessments, data-driven tools, and predictive KPIs, it is possible to analyze the level of organizational maturity and set an evolutionary path. Training remains necessary, but it is only the starting point.

In short: training teaches what to do, safety culture transforms the why and how. Companies that develop this approach reduce incidents, strengthen internal motivation, and build a stronger reputation for customers and stakeholders as well.

Why is safety culture important for businesses?

The safety culture is much more than a regulatory obligation: it is a strategic investment that brings tangible benefits to businesses. Companies that develop it reduce accidents and injuries, improve productivity, and build a more stable and motivating work environment.

The first advantage is accident prevention. A widespread culture makes every worker an active part of safety: people become more attentive, report risks, and adopt correct behaviors without the need for constant monitoring. This dramatically reduces the costs associated with absences, litigation, and plant shutdowns.

A second benefit is productivity. When safety procedures are not perceived as a burden, but as a natural part of the work, the operational flow becomes smoother. Teams that collaborate in a climate of trust and with shared goals work better and with fewer mistakes.

Safety culture also improves employee engagement. People who feel protected and heard develop greater motivation, a sense of belonging, and satisfaction. This reduces turnover and strengthens talent retention.

Finally, there is an aspect of reputation. Security-conscious companies are perceived as responsible and trustworthy, both by customers and stakeholders. In a competitive context, this image becomes a true competitive advantage, capable of distinguishing the company in the market and attracting new collaborations.

In short, the security culture pays off: less risk, more performance, and intangible value that strengthens the overall sustainability of the business.

What is the role of leadership in security culture?

Leadership is the key element that determines the strength and diffusion of the culture of safety in an organization. If top management considers security a strategic priority, this approach is reflected at all levels. Conversely, if safety is perceived as a bureaucratic constraint, employees will tend to neglect it.

The job of leaders is to lead by example. It means that managers, managers, and managers must demonstrate the same attention in their daily behaviors that they require of their collaborators. Wearing protective equipment, adhering to procedures, and actively participating in safety discussions are gestures that convey consistency and credibility.

Another central aspect is communication. Leaders must be able to communicate safety values clearly and continuously, fostering open dialogue with teams. One-way communication made up only of orders and prohibitions is not enough: we need to build trust, listen to reports, and value those who contribute to prevention.

Effective leadership in security is also proactive. It does not just intervene after an accident, but works to anticipate risks, recognize weak signals, and implement corrective actions before problems materialize.

Finally, leaders have a key role in engaging supervisors and managers as true “security ambassadors”. In fact, they are the ones who influence the operational behaviors of teams on a daily basis and make the safety culture an integral part of everyday work.

In this way, leadership not only leads, but fuels a process of widespread accountability, essential to making security a shared value.

What is the role of training in safety culture?

Training is one of the most powerful tools for transforming safety from a regulatory obligation to a shared value. Indeed, it is not enough to transmit rules and procedures: awareness, practical skills and attitudes must be developed that make safety an integral part of daily work.

Effective training must be engaging and concrete. It not only presents slides or manuals, but uses experiential methods such as workshops, simulations, virtual reality, or field exercises. These approaches allow participants to experience real situations, experience correct behaviors, and understand the impact of their choices.

New teaching methodologies also play a decisive role. Tools such as microlearning (short and frequent modules), gamification (quizzes, challenges, rewards), and storytelling help maintain high attention and foster long-term learning. Furthermore, sharing real cases and best practices stimulates useful discussion among colleagues.

Continuing training is another key aspect. Safety evolves with technologies, production processes and organizational changes. For this reason, it is necessary to periodically update skills, not only to comply with the law, but to keep cultural commitment alive.

Finally, training must be measurable. Indicators such as reduced incidents and near misses, increased spontaneous reporting, participant feedback, and improved safety inspections allow us to evaluate the effectiveness of programs.

In short, training is the bridge between knowledge and behavior. It is the tool that transforms abstract rules into everyday practices, making the culture of safety solid and lasting.

How does the culture of safety develop in the company in practice?

The culture of safety does not arise spontaneously: it requires method, time, and a structured path. Companies that want to develop it must work on multiple levels, combining analysis, training, leadership, and operational tools.

The first step is assessment, that is, measuring the level of safety maturity in the company. Interviews, workshops, and field observations help understand how employees perceive risks, what behaviors they adopt, and what critical areas are.

This is followed by the development phase, in which targeted leadership programs in safety, management and operational coaching, and internal communication campaigns are activated. At this stage, the so-called “golden rules” are also defined, simple principles to be respected in every context and easily remembered by everyone.

The third element concerns KPIs and predictive tools. It's not enough to measure incidents retrospectively: it's necessary to introduce indicators that anticipate risks, such as the number of reports, the frequency of safety dialogues, and participation in training. Some companies also use advanced technologies, such as artificial intelligence and IoT sensors, to monitor working conditions and risky patterns in real time.

Finally, security culture requires ongoing strategic re-examination. The results must be monitored, discussed with top management and transformed into progressive improvement plans. This ensures that actions do not remain isolated, but become an integral part of the company's strategy.

In practice, developing a safety culture means moving from a reactive approach, which intervenes only after an accident, to a proactive approach, capable of anticipating risks and making prevention a natural behavior.

What are the most effective practices for developing a culture of safety?

The most effective practices are:

• directly involve workers in observations and workshops;

• train leaders and supervisors as “security coaches”;

• communicate with simple rules and clear campaigns;

• use predictive tools and digital technologies.

  
  

Involving workers is the starting point. Through moments of comparison and field observations, people learn to recognize weak signals and propose practical solutions. This increases individual responsibility and reduces risks significantly.

Training managers and security coaches is equally crucial. Widespread leadership helps transform rules into spontaneous and lasting behaviors, strengthening organizational coherence.

Internal communication is another pillar. Easy-to-remember golden rules, visual campaigns, and sharing success stories make safety part of corporate culture, not just an obligation.

Finally, the adoption of predictive technologies —such as artificial intelligence and IoT sensors— allows for real-time monitoring of critical conditions and risky behaviors, anticipating problems before they result in accidents.

These practices, when integrated with each other, have already proven to bring extraordinary results: accident reductions exceeding ’80%, zero-accident facilities for years, and recognition at the national and international levels.

How does safety culture relate to corporate sustainability?

Safety culture is one of the pillars of corporate sustainability. It's not just about protecting workers, but helps create stable, lasting value for the entire organization. A company that invests in prevention demonstrates its ability to protect its human capital, thus strengthening the social dimension of sustainability.

The link with sustainability also emerges on an economic level. Accidents and occupational diseases generate high costs, both direct and indirect: plant shutdowns, compensation, lost productivity, and a decline in motivation. Promoting a strong safety culture reduces these impacts and allows resources to be used more efficiently, increasing competitiveness and resilience.

On the governance level, security is an integral part of the ESG criteria. Today, investors, customers, and partners evaluate companies not only based on economic performance, but also on their ability to ensure safe and inclusive work environments. Demonstrating a focus on security therefore means communicating responsibility and credibility.

Finally, a culture of safety helps make a company more attractive to talent. The new generations are choosing realities in which people's health and well-being are considered a priority. A safe environment thus becomes a determining factor in choosing to join and stay in an organization.

In short, security is not just a regulatory obligation, but a key element of sustainability: it protects people, strengthens governance, and builds trust with all stakeholders.

How can managers and executives strengthen the culture of safety?

Those who lead an organization are instrumental in making security a concrete value and not just a set of procedures. Some practical tips can help managers and executives turn safety culture into a business strength.

The first step is to set an example. Wearing protective gear, adhering to rules, and actively participating in moments of discussion sends a clear message to the entire organization: safety is a real priority, not a formal fulfillment.

It is then essential to communicate consistently and clearly. Circulars or procedures aren't enough: open dialogues, moments of listening, and opportunities are needed to enhance positive behavior. Transparent communication builds trust and stimulates everyone's participation.

Another crucial element is to involve supervisors and supervisors. They are the ones who influence everyday behavior and translate company policies into concrete actions. Investing in their training and motivation means strengthening bottom-up security.

Finally, managers and executives should promote a long-term vision. The safety culture is not built in a few months: it requires constant monitoring, measurement of results and the ability to adapt to changes. Integrating security into your business strategy makes it part of your overall sustainability.

If you'd like to learn more about how to develop a concrete path for your organization, you can contact us: together, we'll build a tailored strategy to strengthen your security culture and improve business performance.

FAQ on safety culture

What is workplace safety culture? It is the set of values, behaviors, and decisions that guide how an organization approaches health and safety. It is not limited to procedures, but represents the collective awareness that prevention is an integral part of the work.

How is the culture of safety measured? It can be measured through internal assessments, questionnaires, interviews and field observations. Useful indicators are the number of risk reports, participation in training programmes, frequency of safety dialogues and trends in injuries over time.

What is the difference between safety culture and compulsory training? Compulsory training meets a regulatory requirement: it serves to convey minimum rules and procedures. Security culture, on the other hand, is a broader approach that transforms these rules into natural, shared behaviors rooted in corporate life.

What are the benefits of a safety culture for a company? It reduces accidents and occupational diseases, improves productivity, increases employee engagement, strengthens reputation, and makes the business more attractive to customers and talent.

How can employees be involved in safety culture? Through experiential training sessions, workshops, internal communication campaigns, and field observations. It is also important to value those who report risks or adopt virtuous behaviors, to make safety a shared commitment.

What technological tools can support safety culture? In addition to traditional audits and checklists, IoT sensors, digital platforms, and AI-based systems are now used. These tools allow you to monitor critical conditions in real time and anticipate risks with a predictive approach.

Alberto Rosso

CEO/Director AR19