Safety Culture: From Theory to Practice
ISBN 6500447182
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Andreza Araújo
Safety Culture Expert | Senior EHS Executive
Andreza Araújo is a safety culture expert and senior EHS executive with more than 25 years of experience in environment, health and safety. She is a Civil Engineer and Occupational Safety Engineer from Unicamp, holds a Master's degree in Environmental Diplomacy from the University of Geneva, and completed sustainability studies at IMD Switzerland.
Andreza has served in Global Head of EHS roles in Fortune 500 environments, leading cultural transformation programs across multinational operations. She has represented Brazil as a speaker at the United Nations in Paris and has spoken at the International Labour Organization in Turin.
She is the author of more than 16 books on safety culture in Portuguese, Spanish, English and German. Her work has earned more than 10 EHS awards, including two recognitions from Indra Nooyi, former PepsiCo CEO.
Formal credentials
- Civil & Safety Engineer (Unicamp)
- M.A. Environmental Diplomacy (University of Geneva)
- Sustainability Cert (IMD Switzerland)
- People Management & Coaching (Ohio University)
- UN Paris speaker representative for Brazil
- ILO Turin speaker
- LinkedIn Top Voice
- Indra Nooyi PepsiCo CEO recognition (2x)
Selected books
Cultura de Segurança
Andreza Araújo
Liderança Antifrágil
Andreza Araújo
A Ilusão da Conformidade
Andreza Araújo
Sorte ou Capacidade
Andreza Araújo
Muito Além do Zero
Andreza Araújo
Antifragile Leadership
Andreza Araújo
Podcasts she hosts
Headline Podcast in English
Host and editorial lead of the English-language podcast, with conversations on safety leadership, EHS and organizational culture.
Headline Podcast in Portuguese
Host of the Portuguese-language podcast, with interviews and conversations on safety culture and EHS.
O Conselho de Segurança
Host of this Portuguese spin-off, with debates and guidance on safety leadership and culture.
Articles by this author
416 articles safety-indicators-and-metrics
Control Effectiveness Metrics: 7 Proof Points for EHS
Control effectiveness metrics show whether barriers still prevent serious harm after audits, training, and procedures have already been counted.
mental-health-at-work
Burnout Prevention: 7 Controls Before Campaigns
Burnout prevention works when leaders treat chronic stress as a work-design risk, not as an awareness campaign or resilience slogan.
mental-health-at-work
Occupational Anxiety: 7 Work Signals Managers Misread
Occupational anxiety becomes a safety issue when managers treat warning signals as weakness instead of evidence that work design needs correction.
safe-behavior
Conformity Pressure: 7 Safety Myths to Break
Conformity pressure can make competent teams accept unsafe shortcuts, so supervisors need practical signals that reveal silence before it becomes exposure.
mental-health-at-work
EAP Design: 7 Choices That Decide Adoption
An Employee Assistance Program fails when it is treated as a benefit brochure instead of an occupational safety control with trust, access, and work-design accountability.
safety-leadership
Antifragile Leadership: 7 Moves for EHS
Antifragile leadership in EHS only works when leaders convert pressure, incidents, and dissent into stronger controls instead of louder speeches.
occupational-safety
Manual Handling: 7 Controls Before Injuries Repeat
Manual handling injuries repeat when leaders train lifting technique but ignore load, route, pace, recovery, supervision, and design controls.
risk-management
LOPA in Safety: 7 Decisions Before Quantifying Risk
Layer of Protection Analysis helps EHS teams test whether critical controls truly reduce SIF exposure before leaders approve high-risk work.
safety-culture
Safety Culture Survey: 7 Questions That Expose Cosmetic Compliance
A safety culture survey fails when it measures agreement with slogans instead of the real decisions people make under pressure, silence, fatigue, and weak supervision.
safety-leadership
Production Pressure: 7 Leadership Decisions That Stop Shortcuts
Production pressure becomes dangerous when leaders treat shortcuts as isolated behavior instead of visible evidence of weak priorities, poor planning, and missing escalation rules.
