Between 2023 and 2026, I worked with ISA Energia Brasil, an electricity transmission company, supporting the transformation of its safety culture. The work in Brazil had two cycles, the first lasting three years, and was completed in 2026.
Two assessments to monitor the culture
We conducted an initial safety culture assessment and supported the organization through a cultural transformation program. Throughout this work, we observed increased engagement and a greater understanding of the transformation, with direction on what needed to be developed within the company.
After this period of support, we conducted a second assessment, which showed progress in the maturity of the safety culture.
From assessment to monitoring the culture
The second assessment showed progress in the maturity of the safety culture.
First assessment, support for cultural transformation, and second assessment. The sequence represents the stages described, without assigning scores, duration, or a scale to the progress in maturity.
Three stages of the work carried out between 2023 and 2026.
Leadership development and proactive tools
One area of work was the competency matrix for senior and middle managers. Based on this work, we trained middle managers in two modules. The first brought together leadership, risk perception, and safety culture. The second addressed risk management with a focus on preventing serious and fatal accidents. The design of this area of work also included a third training course for leaders, focused on behavioral aspects of safety.
We also conducted training to reinforce the main proactive safety tools, with emphasis on the behavioral approach and leadership presence in the field.
We also worked on training for frontline leaders, bringing together leadership, performance, and safety culture. This area of work was aimed at those who lead close to the execution of activities.
Self-assessment and contractors’ own plans
In the final year of the work, we supported a program for the chain of contractor companies. The companies themselves assessed their safety culture and developed their action plans with my support. We created a platform to support this process.
Padrinhos for new professionals
For people joining the organization, we developed Padrinhos, a program of safety mentors. The proposal was tailored to ISA Energia Brasil’s new professionals, bringing safety mentoring to the beginning of their time at the company.
Support for accident investigation
My work also included support for the investigation of a fatal accident. The approach focused on analyzing behavioral triggers and risk amplifiers associated with the event.