OCTOBER - NOVEMBER 20258 CHEMICAL INDUSTRY REVIEWIN MY OPINIONBy Chet Brandon, Sr. Director of Global EHS, Operations, Hexion Inc.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.LEADING SAFETY IN THE DIGITAL AGE: CULTURE, TRUST AND TRANSFORMATIONIn 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.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 Chet Brandon
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