10 warning signs your safety culture may need attention – and how to address them

Our understanding of organizational safety has evolved; safety isn’t just about compliance – it’s a core component of a healthy culture. Despite significant investments in safety, many organizations still face persistent challenges that put both people and performance at risk. This article explores ten warning signs that indicate a deeper cultural issue and how to identify their root causes.

1. High incident rates

If your incident rate remains high despite safety protocols, the root issue may be cultural. Employees who feel safety isn’t valued are less likely to follow protocols. For example, a global infrastructure company experiencing repeated contractor fatalities discovered the root cause was internal culture and leadership practices, contrary to their initial belief that external factors were to blame. After implementing shared safety responsibility across teams, fatalities dropped to zero. [read the case study CS116]

2. High employee turnover rates

Frequent turnover can disrupt safety culture, particularly in high-risk industries where comprehensive onboarding and training are essential. Without clear guidance and consistent reminders of the organization commitment to safety, new employees may find it difficult to assimilate into the organization’s safety culture, reverting to old, unsafe behaviors. A US dredging services provider tackled this by enhancing communication, which strengthened workforce relationships and helped employees feel valued, leading to greater safety ownership.

3. Misalignment between leadership and front-line workers

One of the biggest barriers to a strong safety culture is when leaders have a view of work that differs from the reality experienced by front-line workers. Leaders need to be interested in how the work actually gets done, not just how it’s planned. To address this disconnect, leaders need to create an environment where employees feel safe discussing challenges without fear of blame. This shift supports a culture focused on achieving safer outcomes, where both leading and lagging indicators of safety are valued. When leaders engage in open conversations and emphasize proactive safety measures, they pave the way for continuous improvement and resilience on the front lines.

4. Leadership doesn’t model safety

When leaders fail to model safe behaviors, it signals to employees that safety isn’t a genuine value. Employees tend to follow their leaders’ cues, and a lack of visible safety leadership can create the impression that the company talks a good game but doesn’t follow through with action. A key factor in ensuring consistent safety behaviors among leaders is identifying the traits that drive high performance. An engineering consulting firm experienced this firsthand through JMJ’s DEV:Q™ mindset diagnostics, which revealed that their internal leadership program was producing too much uniformity, limiting diversity in safety leadership approaches. [read the case study]

5. Pressure for production over safety

In high-pressure environments, safety can often take a backseat to production goals. Employees may feel pressured to get the work done quickly and cut corners, increasing safety risks. This perception is often deeply ingrained and can be challenging to shift. For instance, a Korean oil company faced pushback implementing safety practices due to fears of slowing down production. By addressing these fears in workshops, employees realized that safety and performance aren’t mutually exclusive. They saw that safety could actually improve efficiency and reduce costs.[read the case study]

6. Low reporting

A lack of reporting on incidents or near misses often signals a deeper cultural issue—namely, a lack of psychological safety. When employees fear blame or retaliation, they’re less likely to speak up about potential hazards. Building a culture of psychological safety encourages transparency and proactive improvement.

For instance, on a mega project where the workforce rapidly expanded from 3.8 million to 86.5 million worker hours annually, leadership championed psychological safety to empower employees to report issues freely. This focus helped maintain an outstanding Total Recordable Incident Rate (TRIR) between 0.05 and 0.14, a remarkable result given the project’s scale. [read the full story CS124 push from staging]

7. Lack of organizational learning

When incidents or near misses occur, organizations must learn from them to prevent recurrence. Without effective feedback loops and continuous improvement processes, the same risks can resurface.

For example, after a fatality at a Chinese fabrication yard, leadership immediately introduced a series of targeted workshops focused on identifying and addressing root causes. This proactive approach to learning helped ensure no further fatalities occurred, demonstrating the impact of a structured learning culture on safety outcomes.[watch the client video]

8. Inconsistent safety practices across sites

In large, multisite organizations, variations in safety practices can lead to increased risks in certain locations and a higher incidence of safety-related incidents. Recognizing common traits among their best performing leaders and teams can be a valuable starting point in the alignment process.

An Australian LNG mega project created a “one-team” safety culture by establishing  Incident and Injury-Free™ (IIF™) action teams and safety champions across all sites, aligning teams on project-wide safety standards. [read the full story CS100 need to add]

9. Resistance to new safety initiatives

Resistance to new safety initiatives often stems from a belief that existing processes are sufficient, or a reluctance to adopt “imposed” systems. For instance, an offshore installation contractor initially resisted the IIF approach and leadership Commitment Workshops™, confident in their own safety practices. However, by participating, leaders shifted their mindsets and aligned the organization around a commitment to safety. This cultural transformation not only improved their reputation as a reliable and efficient partner but also led to an impressive 31 months without a Lost Time Incident (LTI). [read the full story]

10. Stagnant safety performance

If safety performance plateaus, complacency may be the underlying issue. Leadership can revitalize performance by challenging existing mindsets and creating a culture of continuous improvement. A US engineering and construction firm achieved a 400% improvement in safety metrics by directly addressing cultural beliefs and behaviors that were holding back progress. [find our more CS091 needs to be pushed from staging]

Solutions for a healthier safety culture

To address the warning signs, organizations should take a structured approach that starts with a clear understanding of their current culture:

• Conduct a safety culture assessment making use of tools like JMJ’s DEV:Q ™ Mindset Analysis and Safety Leadership Characteristics Assessment to gauge employee mindsets and identify cultural barriers
• Apply Human and Organizational Performance (HOP) principles by treating errors as learning opportunities rather than assigning blame
• Equip leaders with skills to create an environment where employees feel comfortable reporting incidents and raising concerns
• Standardize safety protocols and best practices across locations, appointing safety champions to reinforce them
• Learn from incidents and use data to continuously adapt safety strategies
• Recognize safe practices  to reinforce that safety is a collective responsibility

Next steps

JMJ’s Safety Culture Assessment, completed in as little as four weeks, can help you diagnose and address the root causes of your organization’s safety challenges. Find out more.  [Link to SCA landing page]