Between 2021 and 2024, we worked on Crown’s safety culture transformation journey in Brazil. The work involved leadership engagement, establishing governance, and introducing proactive management tools, with support for their implementation.
Throughout this period, we also worked on producing content to involve the entire organization. We wanted people to understand the journey and leaders to be clear about their part in it. This attention to understanding accompanied competency development and the definition of what would be measured in safety management.
Clarity to exercise leadership
We developed competencies for senior leaders, middle managers, and immediate supervisors based on their roles, responsibilities, and routines. The work considered these organizational levels to bring the commitment to safety closer to what each leader needs to do every day.
Engaging leaders requires clarity. What is expected of their work? Which responsibilities need a place in their routines? These questions help explain why we address competencies together with management roles. When a responsibility is defined, we also need to consider the knowledge required to fulfill it and the space it will have in daily work.
Governance to monitor safety
Establishing governance included defining the safety indicators to be monitored. We worked on what to measure and how to give direction to this monitoring within management.
This choice deserves attention: what we measure guides leaders’ focus. Discussing indicators therefore requires understanding what each measure helps reveal and how it relates to safety. The definition of responsibilities and routines needs to connect with this monitoring.
Support for implementing tools
We also introduced proactive management tools, with support for putting them into practice. This support connected with competency development and the governance established for the journey.