Workplace safety, safety culture, leadership and risk management — international perspective.
Por Andreza Araujo Global Safety Culture Specialist
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Corrective action closure proves little unless EHS can show that controls changed, exposure fell, and leaders verified the result in the field.
Safety conversations change behavior only when supervisors discuss risk, pressure, and controls without turning observation into blame.
Post-traumatic stress in emergency responders needs work-design controls before debriefing becomes the only answer after critical incidents.
Safety accountability fails when leaders use it as a word for frontline blame instead of testing whether authority, controls, and pressure were aligned.
The EHS firefighter role looks useful in a crisis, but it hides weak ownership, late escalation, and leadership systems that keep risk alive.
Procurement safety changes contractor risk before mobilization by making supervision, stop-work rights and reporting part of the commercial model.
Residual risk acceptance should prove control strength, decision authority, expiry, and escalation before leaders allow exposure to continue.
An executive safety dashboard should move beyond TRIR and show whether serious exposure, control weakness, reporting trust, and leadership action are changing.
ICAM investigation works when EHS teams validate failed defenses before naming causes, so corrective actions change work rather than paperwork.
Arc flash safety fails when energized work is treated as an electrician's skill issue instead of a controlled exposure created by planning, design, isolation, and supervision.