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
484 articles safe-behavior
Risk Perception: 7 Habits That Keep Routine Work Honest
Risk perception weakens when routine work starts to feel harmless, and leaders need field habits that make changing conditions visible before exposure becomes normal.
safety-leadership
Serious Incident Communication: 7 Executive Moves
Serious incident communication protects facts, people, and trust when executives avoid premature blame and control the first 72 hours after a high-consequence event.
psychological-safety
Technical Dissent: 7 Leadership Moves for Safety
Technical dissent is a safety signal, not a nuisance, and leaders need a repeatable way to protect it before risk becomes invisible.
occupational-safety
Machine Guarding Bypass: 7 Signals Supervisors Must Catch
Machine guarding bypass is rarely only an operator choice. It usually reveals work-design pressure, weak verification and leadership tolerance.
incident-investigation
Near-Miss Reporting: 6 Myths That Keep Risk Hidden
Near-miss reporting only helps when reports expose weak signals, trigger field correction and teach leaders where serious exposure is accumulating.
risk-management
HAZOP vs FMEA vs Bow-Tie: Which Risk Method Fits Your Operation
HAZOP, FMEA and Bow-Tie solve different risk questions. The wrong choice creates analysis volume without improving critical-control decisions.
psychological-safety
Daily Safety Meeting: 7 Questions That Reveal Risk
A practical guide for supervisors who need daily safety meetings to expose weak signals, not repeat slogans that workers already ignore.
occupational-safety
Confined Space Rescue: 7 Controls Before Entry
Confined space rescue only protects workers when the permit, atmosphere testing, equipment and rescue team are verified before entry begins.
safety-culture
Safety Training: 7 Times It Is Not the Answer
Safety training fails when leaders use it to repair weak systems, unclear controls or production pressure that keeps defeating correct behavior.
safety-indicators-and-metrics
Severity Rate: 6 Decisions It Cannot Make Alone
Severity Rate helps leaders see injury consequence, but it becomes dangerous when executives use it as a proxy for serious risk control.
