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
598 articles
psychological-safety
Crew Resource Management: 7 Shop-Floor Moves
Crew Resource Management improves safety only when supervisors redesign authority, briefing, challenge, cross-checking, and handover routines in the field.
7 min
risk-management
Permit-to-Work Handover: 7 Gaps Between Shifts
Permit-to-work handover protects high-risk work only when the next shift receives live risk context, control status, and stop-work authority.
7 min
risk-management
Management of Change: 7 Gaps Before Startup
Management of Change prevents serious risk only when technical review, field verification, training, and startup authorization work as one system.
7 min
incident-investigation
Post-Incident Action Plan: 7 Controls After RCA
A post-incident action plan should convert investigation findings into control changes, owners, dates, verification, and leadership decisions.
7 min
psychological-safety
Bad News in Safety: 7 Responses That Protect Voice
Bad news in safety tests leadership because the first response decides whether weak signals become evidence or disappear into silence.
6 min
occupational-safety
Hazard Communication: 7 Controls Before SDS Fail
Hazard communication works only when SDS files, GHS labels, training, storage and supervisor verification change chemical decisions in the field.
7 min
safety-indicators-and-metrics
OSHA 300 Logs: 7 Signals They Still Miss
OSHA 300 logs record work-related injuries and illnesses, but they miss weak controls, reporting pressure, and SIF signals leaders need earlier.
7 min
risk-management
Prevention through Design: 7 Decisions Before PPE Becomes the Plan
Prevention through Design turns risk management upstream by asking leaders to remove or engineer out exposure before the organization depends on behavior, permits, and PPE.
8 min
safety-culture
Safety Posters: 6 Myths That Keep Culture Weak
Safety posters support culture only when they connect to workflow decisions, supervisor routines, field dialogue, and measurable follow-up.
7 min
psychosocial-risks
Workload Risk Indicators: 7 Signals Leaders Should Track
Workload risk indicators show when staffing, time pressure, recovery loss, and work design are turning psychosocial risk into operational risk.
8 min