AUTHOR: Clifford Watson, Director of Risk Management

In high-performing organizations, safety is not just a checklist, it is a deeply held value woven into the fabric of everyday work. At the core of this value is ownership.

When individuals at every level take personal responsibility for safety, the culture shifts. It moves from reacting to problems to preventing them from enforcing rules to embracing shared purpose. Ownership transforms safety from a mandate into a mindset—one where people act not because they have to, but because they believe in it.

This kind of culture does not just protect people, it empowers them. It builds trust, strengthens teams, and reflects who we are as an organization, both inside and outside.

The first step in any organization trying to create an effective safety culture is developing a means to create widespread ownership. Ownership drives personal values which in turn automatically develop patterns of behavior and commitment. Employees often refer to this as “The way we do things around here.”

What is Ownership in a Safety Culture?

Ownership in a safety culture means that employees, leaders, and stakeholders:

• Respect and trust others.
• Invited to participate in continuous improvement planning.
• Recognize their role in maintaining and improving safety.
• Understand their authority to actively engage in identifying hazards and mitigating risks.
• Hold themselves and others accountable for safe behaviors.
• Feel empowered to openly speak up and intervene when safety is compromised.
• Understanding safety is a collective effort that includes open learning.

It’s the difference between “I follow the rules because I have to” and “I follow the rules because I believe in them.”

Why Ownership Matters

The essence of ownership is simple—it is the difference between being told what to do and being part of the solution. When people are invited to contribute their ideas, they feel valued. And when it is their idea, it matters more. It creates a personal connection to the outcome and a deeper investment in the vision.

Ownership turns safety from a directive into a dialogue. It transforms passive compliance into active contribution. When employees are empowered to shape the way safety is practiced, they do not just follow the rules—they believe in them.

1. Improves Risk Awareness

When individuals own safety, they become more vigilant. They notice near misses, unsafe conditions, and emerging risks—often before they escalate.

2. Enhance Reporting and Transparency

Ownership fosters a culture where reporting incidents or concerns is seen as a contribution, not a liability. This transparency is essential for continuous improvement and promoting an open learning environment.

3. Drives Behavioral Change

When people understand the why behind safety—not just the rules, but the purpose—they begin to take it personally. That is where real change happens. Safety ownership taps into intrinsic motivation. It is no longer about following procedures because they must—it’s about making choices because they want to protect themselves and those around them.

Behavioral change does not come from compliance—it comes from connection. When employees feel trusted, informed, and empowered, they naturally adopt safer habits. They speak up, take initiative, and look out for one another—not because they are told to, but because they care.

Ownership turns safety from a task into a value. And when that value is lived out in everyday actions, it becomes the foundation of a truly resilient safety culture.

4. Strengthens Leadership Engagement

When leaders model ownership, they set the tone for the entire organization. Their actions show that safety is not just a departmental task, it is a shared value. But true leadership goes beyond visibility; it is about meaningful connection.

Employees respond to leaders who are present, approachable, and genuinely invested in their well-being. When leaders actively listen, engage in honest conversations, and follow through on feedback, it builds trust. That trust creates a sense of belonging and psychological safety—where people feel valued, heard, and empowered to speak up.

Leadership engagement is not about checking a box, it’s about showing people they matter. And when employees feel that they are more likely to take ownership of safety themselves.

Building Ownership: Strategies That Work

1. Collectively Create a Safety Vision

A strong safety culture begins with a clear, shared vision—one that reflects not only the organization’s commitment to safety excellence but also its core values. This vision should speak to everyone, from the front lines to the executive team, and inspire a sense of purpose and pride.

When employees are invited to help shape that vision, it fosters a deeper connection and a stronger sense of ownership. It is no longer just the company’s vision—it becomes our vision. And when people see their values reflected in that vision, they are more likely to live it out in their daily actions.

A meaningful safety vision is not just about what we do, it is about who we are, how we care for one another, and how we show up as a company in the eyes of our community. When ownership becomes a shared behavior, safety becomes a shared success.

2. Empower through Effective Training

Training should do more than transfer information—it should build confidence, spark curiosity, and empower people to act. When training is engaging, hands-on, and human-centered, it creates more than knowledge, it creates belief in one’s ability to be effective and have influence.

Effective training involves three key elements:

1. Telling: Clearly explaining the “why” behind safety concepts, not just the “what.”
2. Showing: Demonstrating through real-life examples, practical scenarios, and relatable work environments.
3. Observing: Giving people the chance to apply what they have learned and offering support and feedback as they grow.

When training includes an element of caring and personal intention, they do not just remember the material—they carry the concepts with them. They feel prepared, trusted, and ready to take ownership of safety in their everyday work.

3. Recognize and Celebrate Safety Behaviors

When people feel seen and appreciated for doing the right thing, it reinforces a culture of care and responsibility. Recognizing and celebrating safe behavior no matter how small—sends a powerful message: what you do matters.

Acknowledging safety excellence is not just about rewards or recognition programs. It is about creating moments that highlight the values we stand for. It’s about saying “thank you” when someone speaks up, takes initiative, or looks out for a teammate. These moments build pride, strengthen trust, and inspire others to follow suit.

Celebration fuels ownership. And when people feel proud of the role they play in keeping others safe, safety becomes more than a policy—it becomes personal.

4. Connect Leadership with the Workforce

True leadership is more than direction—it is connection. When leadership and supervision are intentional, compassionate, and responsive, employees feel it. They respond positively to leaders who genuinely care, who listen, and who act on the needs of their teams.

In a culture like this, mistakes are not met with blame—they’re seen as opportunities to learn, grow, and build something better. When leaders create space for honesty and vulnerability, they unlock trust. And with trust comes the courage to speak up, the willingness to improve, and the strength to move forward—together.

5. Creating Psychological Safety

At the heart of a strong safety culture is trust—the kind that makes people feel seen, heard, and valued. It is not enough to have rules and procedures; people need to know they can speak up without fear of helping to be a difference maker. That kind of openness does not come from policies—it comes from people. From leaders who listen without judgment. From teams that support each other. From a workplace where doing the right thing is always more important than doing the easy thing.

Conclusion

Ownership in a safety culture transcends checklists and compliance is about personal commitment and shared values. Taking the “technical” out of safety means focusing on what really matters: people, their voices, and their experiences. When individuals truly own safety, it becomes part of who they are, not just rules and standards. This ownership is reflected not only in daily actions but also in how the organization is perceived—by employees, partners, and the broader community. A strong safety culture is both lived and seen. When widespread ownership is deeply ingrained, safety becomes second nature, and the organization earns a reputation for integrity, care, and excellence.

View the Insight article here: https://www.insightonbusiness.com/guestinsights/ownership-in-a-safety-culture-the-cornerstone-of-sustainable-risk-management/article_8435f27e-0ffc-4314-b619-fceb6892aa79.html