Chet Brandon is a seasoned leader in Environmental, Health & Safety (EHS) and Sustainability, with experience across chemicals, manufacturing and industrial services. A Certified Safety Professional (CSP) and Certified Hazardous Materials Manager (CHMM), he has directed global EHS programs for Fortune 500 companies in North America, Europe, Brazil, Malaysia and Australia. Currently serving at the world’s leading specialty chemicals producer, he champions people-centric leadership and systems-based strategies that protect people, the planet and profitability.
In modern manufacturing environments, safety culture and psychological safety have emerged as crucial pillars for operational excellence and employee well-being. Traditionally, safety programs focused on rules, procedures and compliance with regulations. However, as workplaces become increasingly complex and technologically sophisticated, this approach is no longer sufficient. A robust culture supporting organizational success now encompasses shared values, beliefs and behaviors that collectively shape how safety is perceived, prioritized and practiced across all levels of the organization. It is not merely the absence of incidents but the presence of proactive engagement, open communication, informed risk control and continual learning that defines a strong culture that consistently drives safe work.
At the heart of this cultural framework is the concept of psychological safety—the belief that individuals can speak up, report errors, raise concerns and contribute ideas without fear of embarrassment, punishment or retaliation. In a psychologically safe workplace, employees feel empowered to take interpersonal risks. This is especially critical in manufacturing settings where the consequences of silent hesitation or overlooked risks can be severe. Workers must be able to question procedures, report near-misses and admit uncertainty without stigma. Without psychological safety, even the most comprehensive safety protocols can fail due to underreporting and lack of transparency.
Machines may be programmed for efficiency, but it is people who create cultures, build trust and make judgment calls
The rapid integration of new technologies such as automation, wearable devices, Internet of Things (IoT) systems, machine learning and AI-powered analytics has introduced new dimensions to occupational safety. These advancements offer remarkable potential for reducing human error, monitoring environmental hazards in real time and streamlining workflows. However, they also introduce complexity, surveillance and in some cases anxiety. For example, the deployment of wearable sensors that track biometric data or movement patterns can help identify early signs of fatigue or unsafe behavior. But if not implemented with care and clear communication, such measures may be perceived as intrusive, punitive or dehumanizing. Employees might feel constantly monitored or fear being penalized for data they cannot fully control. This underscores the importance of trust and transparency in the adoption of safety technologies.
Furthermore, as machines take over more routine or dangerous tasks, workers may face increased uncertainty about their roles, future employability or relevance in the workplace. This can lead to disengagement, low morale or resistance to change. Here, the role of leadership becomes paramount not just to manage technology but to manage culture. Human-centered leadership is an approach that prioritizes empathy, active listening and individual empowerment, recognizing that people not just processes or technologies are the key drivers of safety, innovation and organizational success. Business leaders must not only be fluent in technological tools but also skilled in human-centered leadership. They must be capable of fostering an inclusive environment where employees are invited to participate in change, equipped with training to adapt and shown clearly how their roles continue to matter.
Leaders play a pivotal role in reinforcing psychological safety and embedding it into the organizational fabric. This involves more than occasional speeches or safety posters. Leaders must model vulnerability by admitting their own mistakes, encouraging upward feedback and rewarding employees who raise safety concerns even when those concerns are inconvenient or highlight systemic issues. They should establish consistent channels for open dialogue, ensure that feedback loops are closed and cultivate a culture where safety conversations are as routine and respected as discussions about productivity or quality.
Equally important is the integration of safety values into performance management systems. Traditional metrics that celebrate zero incidents can unintentionally discourage reporting and foster a culture of silence. Instead, forward-thinking organizations are adopting leading indicators such as participation in safety programs, frequency of hazard reports or involvement in peer safety observations as more meaningful metrics of cultural strength. When safety becomes part of how success is defined, employees are more likely to embrace it as a core responsibility rather than an external obligation
The emergence of collaborative technologies like digital twins, augmented reality (AR) and virtual simulations also creates new opportunities to embed psychological safety into training and design. Virtual environments allow workers to practice emergency procedures, experience potential hazards and build confidence in a safe, controlled setting. Such innovations can be particularly beneficial in onboarding new employees or upskilling seasoned workers for more complex roles.
In sum, as technology transforms the manufacturing workplace, it does not eliminate the need for human leadership, it amplifies it. Machines may be programmed for efficiency, but it is people who create cultures, build trust and make judgment calls. A resilient, high-performing manufacturing organization is one where safety is not an afterthought but a foundational principle woven into every interaction, reinforced through every policy and elevated through the voices of those on the front lines. For this to happen, leaders must evolve beyond technical competence and become architects of culture, champions of transparency and advocates for both collective and individual well-being.
