Workplace safety, safety culture, leadership and risk management, from an international perspective.
Por Andreza Araujo Global Safety Culture Specialist
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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.
Fleet safety fails when companies treat driving as a personal habit instead of a controlled occupational exposure.
Leader mental health affects safety when fatigue, isolation, and decision load weaken judgment before anyone calls it a clinical problem.
Workplace violence prevention works when leaders map task exposure, protect reporting, and audit response time before weak signals become harm.
Line of fire exposure is rarely solved by telling workers to be careful. Supervisors need body-positioning checks tied to energy, movement, and control readiness.
Excavation and trenching incidents usually begin before entry, when soil, water, access, utilities, and spoil placement are treated as routine conditions.
Lifting and rigging failures often begin before the hook takes tension, when load data, exclusion zones, and communication are treated as paperwork.
Change fatigue in safety appears when the work system receives more campaigns, tools, and procedures than it can absorb without losing attention, trust, or control quality.
Witness statements protect incident facts only when interviews are separated, timed, neutral, and connected to control evidence before RCA work.
The Bradley Curve helps leaders read safety culture maturity, but only when they test field decisions, reporting behavior, and operational discipline instead of slogans.
