Health, Environment, Safety, Sustainability (HESS)

#281

Navigating the New Indian Labour Codes: Salient Features and the Stark Realities of EHS Implementation

Posted on December 3, 2025

The ink is barely dry on India’s four groundbreaking Labour Codes, which sprang to life on November 21, 2025, consolidating 29 archaic laws into a streamlined framework aimed at modernizing the workforce. For those of us in Environment, Health, and Safety (EHS), the spotlight shines brightest on the Occupational Safety, Health and Working Conditions (OSHW) Code, 2020—a beacon promising enhanced worker protections, standardized safety norms, and a nod to emerging gig economies. These reforms, heralded by the Ministry of Labour and Employment, vow to align India with global standards, fostering social justice and sustainable workplaces. Yet, as we celebrate this legislative leap, a sobering question lingers: Will execution match ambition? In a nation where compliance often bends to convenience, the Codes risk becoming another chapter in our saga of good intentions gone awry. This post dissects the salient features driving EHS progress, while unflinchingly addressing the practical pitfalls and execution black holes that could derail them. Buckle up—it’s a 1,000-word reality check.

Salient Features: A Blueprint for Safer, Healthier Workplaces

At its core, the OSHW Code unifies 13 pre-existing laws—spanning factories, mines, docks, and construction—into a single, digestible 143-section behemoth, slashing paperwork from 868 rules to 175 and registrations from six to one. This “one-stop shop” for compliance is a game-changer for EHS professionals, who no longer juggle disparate mandates. Here’s what stands out:

First, universal safety mandates extend protections to all sectors, including hazardous processes and even single-worker setups. Establishments must form safety committees—mandatory for factories with 500+ workers, construction sites with 250+, and mines with 100+—to proactively identify risks, conduct audits, and recommend fixes. Third-party audits by government-empaneled experts add teeth, shifting from reactive inspections to preventive culture. A national Occupational Safety and Health Advisory Board, comprising tripartite stakeholders (government, employers, workers), will set uniform standards, creating a centralized database for unorganized and migrant workers to track exposures and interventions.

Health gets a major boost with free annual medical examinations for all employees, universalizing access to early detection and reducing absenteeism from occupational illnesses. Plantations, previously sidelined, now tap into Employees’ State Insurance (ESI) facilities. For women, the Code breaks barriers: Night shifts (7 PM to 6 AM) are permissible with consent and transport/safety provisions, and creches become compulsory for 50+ worker establishments, promoting gender equity in hazardous roles.

Working conditions see flexibility without forsaking safeguards. Standard hours cap at 48 per week (eight daily in a six-day setup), but states can tweak for models like 12-hour shifts over four days. Overtime—capped variably by states—pays double wages, with eligibility dropping for annual leave from 240 to 180 working days. Migrant workers, redefined broadly to include self-migrated interstate laborers, gain journey allowances, portable welfare benefits, and a 24/7 helpline—crucial in EHS hotspots like construction, where transient labor faces disproportionate risks.

Digital natives aren’t forgotten: Audio-visual workers (stunt performers, dubbing artists) and OTT/digital media pros fall under safety nets, mandating risk assessments for on-set hazards. Appointment letters are now non-negotiable, detailing wages, roles, and social security—formalizing gigs that often evade EHS oversight.

Penalties aim for deterrence: Non-compliance on general safety fetches ₹2-3 lakh fines (plus daily escalations), with 50% routed to victims in injury/death cases. Decriminalization swaps jail for fines in most offenses, allowing compounding (50-75% of penalty) after a 30-day improvement notice—easing “license raj” ghosts while funding a social security kitty from levies. All-India licenses (valid five years) and digitized registers (down from 84 to eight) digitize compliance, with inspector-cum-facilitators conducting randomized checks.

These features paint a progressive picture, potentially slashing India’s 48,000 annual occupational deaths (per ILO estimates) by embedding EHS into DNA. The other Codes complement this: Social Security expands ESI/PF to gig workers (aggregators contribute 1-2% turnover), while Wages standardizes definitions for overtime/gratuity calculations, indirectly bolstering health claims.

Practical Challenges: From Policy to Practice

Implementation isn’t seamless. With rules still trickling in, businesses face a transitional haze—existing laws linger until state notifications, risking dual compliance in multi-state ops. SMEs, employing 90% of India’s informal workforce, grapple with resource crunches: Forming committees, auditing, and digitizing records demand tech upgrades many can’t afford. Awareness gaps loom large; a 2024 survey pegged only 40% of HR pros versed in draft rules—now, post-go-live, training rushes could overwhelm.

Contract labor thresholds rise (from 20 to 50 workers), but defining “core” activities sparks disputes—vital for EHS, as principals bear wage/safety liability. Migrant tracking via the national database sounds ideal, but interoperability with Aadhaar/PDS systems is untested, potentially excluding the very vulnerable. Overtime flexibility? States must notify limits, delaying uniform rollout and inviting exploitation in high-risk sectors like manufacturing.

Enforcement hinges on 1,500-odd inspectors nationwide—woefully short for 63 million establishments. Randomized digital inspections help, but without capacity-building, they risk becoming tick-box exercises. For EHS, this means safety committees might exist on paper but falter in practice, especially in unorganized segments where 93% of workers toil.

Execution’s Achilles Heel: Apathy, Corruption, and the ‘Catch-Me-If-You-Can’ Mentality

Here’s the rub: India’s EHS execution has long been the missing link, and the Codes inherit this frailty. Penalties, while hiked, remain pittance for corporates—₹3 lakh for a fatality? That’s a rounding error against ₹100 crore turnovers, fueling the “don’t comply till caught” ethos. Bribery thrives in this vacuum; labor inspections, notorious for “harassment fees,” extract ₹10,000-50,000 per visit in informal sectors, per anecdotal reports, eroding voluntary adherence. Why invest in creches or check-ups when a palms-greased inspector looks away?

Courts compound the chaos, granting retrospective pardons for “deemed illegal” projects—environmentally rogue dams or factories get post-facto nods, normalizing violations. This judicial leniency, often politically tinted, shreds trust: Workers see safety as optional, owners as a cost-center. Voluntary compliance? A pipe dream when ownership feels illusory—gig platforms skirt contributions, migrants vanish into shadows. The Codes’ decriminalization, meant to facilitate, might embolden dodgers, as fines compound easily without jail’s sting.

In EHS, this translates to persistent horrors: Bhopal’s ghosts linger in unchecked chemical plants, construction collapses claim lives amid absent committees. Until penalties scale with revenue (say, 1-5% turnover) and anti-bribery tech (AI-monitored inspections) kicks in, execution will hobble.

Charting a Compliant Future: Beyond Lip Service

The New Labour Codes offer EHS a rare renaissance—safer hours, healthier checks, equitable access. But without ruthless execution—beefed-up inspectors, whistleblower shields, and culturally ingrained accountability—they’re just words. Let’s demand more: Corporates, lead with ownership; regulators, enforce without fear or favor; workers, claim your rights. Only then can trust bloom, turning “compliance by coercion” into voluntary vigilance. India’s workforce deserves no less. What’s your take—ready to rewrite the script?

Karthik

3/12/25 1430 PST

Foster City CA.

#280

Embracing Family in the Bay Area: Pausing Onsite Engagements Through 2026 – Let’s Stay Connected!

All,

After thoughtful conversations with my family, we’ve reached an exciting decision: I’ll be relocating to San Francisco Bay Area (Cupertino- Son; Foster City -Daughter) to be closer to my children and dedicate precious time to my growing grandchildren, who truly need their grandparents’ presence during these formative years.

Starting Mid November 2025, I’ll be based primarily in San Francisco through the end of the calendar year 2026, entering the U.S. as permitted by immigration norms. This move marks a meaningful shift, allowing me to prioritize these family moments while cherishing the bonds we’ve all built over the years.

In light of this transition, I’ll be stepping back from onsite visits and in-person engagements until after December 2026. It’s a temporary pause to fully embrace this chapter, but rest assured, my commitment to our shared professional journeys remains strong. With over 40 years of expertise in Chemical and Pharmaceutical industries (Formulations and API), Engineering, Aerospace, and Ag-Biotech, I’m looking forward to reconnecting early 2027, to explore how we might collaborate anew.

Your support and insights have been invaluable throughout my career—thank you for being part of this network. I’d love to hear updates from you in the meantime; feel free to drop a line.

Looking forward to the possibilities ahead!

Warm regards,Karthik.

28th October 2025 11am.

After two years of fulfilling monthly fixed assignments, maintaining an active work schedule of five days per month, which has ended. I am now eager to explore new opportunities in Quality, Environmental, Safety, and Health (QESH) and Operational Excellence.

I am open to both on-site support through Assessments, and remote work, including developing procedures, systems, and training materials, as well as conducting remote training sessions. I worked on a couple of International protocols for overseas colleagues remotely (Documentation as well as Training!) which was much appreciated, thus encouraging me for the remote work options. 

I am open to idea of conducting “Gratis” in person attending group sessions on QESH, PSM, BBS etc, across major India cities (Where there are airports to land and execute) at 0 cost to me, if so required, to spread QESH improvement for common good. Any one who wants to coordinate and work such sessions in their city, please reach out to me through my website.

For the next two years, (End 2027) I plan to split my time between San Francisco, supporting my children as they build their families, and taking on short-term assignments without long-term commitments. With 40 years of experience in EHS, Operational Excellence, and OD/HR, I bring a wealth of domain expertise. You can explore my professional background and capabilities on my website, which I’ve created more as a legacy of my career:  LINK

I look forward to hearing from you regarding potential opportunities. Please feel free to share this message within your network.

Regards

Karthik.

Bangalore, 5th Aug 2025.

Updates:- I was away on Business Travel (Bombay) so there were no updates.

I have launched my EHS website. https://oriontranscenders.com/about.php I’m excited to share the launch of my professional EHS website, www.oriontranscenders.com, celebrating 40 years in Environmental, Health, and Safety since 1985. Inspired by a conversation with my boss (2000-06), this site captures my journey from pioneering Environmental Engineering in 1983, sparked by a desire to stand out, to embracing Safety (1989), Lean Six Sigma (2007), and MBA-HR (2003). The Bhopal tragedy of 1984, was a serendipitous turning point, shaping a field that’s now a cornerstone of business. This website is my digital legacy, distilling decades of insights to inspire and inform. (With iPhones predicted to fade in a decade, I wonder how long this site will endure—let’s find out!) If it sparks, thanks to SEO technology, a remote or hybrid business opportunities, I’d welcome them as I shift to a flexible work rhythm.  Thank you for your support over the years. Share your feedback, and let’s advance EHS together!  LINK

We (Lalitha and I) are away to Cupertino / Foster City, California, for 4 weeks to spend time with my Children. I plan to be back by 20th July 2025. Excited about it.

Take care

Karthik.

#277

In organizations where maturity levels in safety, quality, and operational excellence hover at low to average, the dream of cultural transformation can feel like chasing a mirage. Legacy mindsets of “we’ve always done it this way” dominate, and daily operational fires—mundane, repetitive, and often non-value-adding—consume the time and energy of employees and leaders alike. The desire for change is there, but the reality of implementing it? That’s where things get messy. Leaders, even those with control, often find themselves overwhelmed, and well-intentioned initiatives stall or collapse. So, how do we bridge this gap and make cultural change stick in such environments? Let’s dive into practical, actionable strategies to turn vision into reality while navigating the tightrope of daily operations.

The Challenge: A Tug-of-War Between Vision and Reality

In many organizations, the appetite for cultural change in Environment, Health, and Safety (EHS) is genuine. Leaders and teams recognize the need for safer workplaces, higher quality standards, and better employee engagement. But the weight of legacy practices, coupled with the relentless demands of daily operations, creates a perfect storm. Routine tasks, firefighting, and entrenched behaviors drown out progress. Even in unionized or resistant work environments, where shopfloor workers may feel disconnected from leadership’s vision, change initiatives struggle to gain traction. The result? Frustration, burnout, and a return to the status quo.

The good news? It’s not impossible to break this cycle. By combining strategic planning, incremental wins, and a blend of soft and hard power, organizations can achieve lasting cultural transformation. Below are eight practical strategies, building on your insights, to make it happen.

1. Anchor Change in a Clear Vision and Actionable Plans

A cultural shift without a clear vision is like a ship without a compass. Leaders must articulate a compelling why—why safety, quality, or behavioral change matters to the organization, its people, and its future. This vision should be backed by a mission statement and a commitment to focused, deliverable plans. “Action without plans is a trainwreck; plans without action is insanity.”

• How to do it: Develop a concise EHS vision (e.g., “Zero Fatality, thriving teams, sustainable operations”). Translate it into SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound). Create a roadmap with short-, medium-, and long-term milestones. For example, reduce incident rates by 10% in six months or train 100% of supervisors on safety leadership within a quarter.
• Pitfall to avoid: Vague or overly ambitious plans that lack buy-in. Engage frontline workers and middle managers early to ensure the vision resonates.

2. Start Small, Win Big, Scale Up

In organizations with low maturity, aiming for a complete overhaul can be paralyzing. Instead, focus on small, high-impact areas where success is achievable. A single win builds momentum and credibility for broader change.

• How to do it: Identify a pilot project, like improving lockout-tagout compliance in one department or streamlining a quality check process. Ensure resources, training, and leadership support are in place. Once successful, celebrate the win and replicate it in other areas.
• Example: A manufacturing plant reduced near-miss incidents by 20% in one unit by standardizing toolbox talks. They then scaled the approach plant-wide, achieving a 15% overall reduction in incidents within a year.

3. Empower a Task Force with Clear Accountability

Cultural change needs champions. Form a cross-functional task force with representatives from leadership, middle management, and the shopfloor. Equip them with clear empowerment, tools, and accountability to drive change.

• How to do it: Set time-bound goals—weekly, monthly, quarterly, and half-yearly. For instance, “Implement a new safety observation program in one month” or “Reduce rework by 5% in three months.” Hold regular reviews to track progress, celebrate wins, and course-correct. Use dashboards or simple trackers to visualize results.
• Pro tip: Include a union representative or shopfloor leader to bridge the gap between management and workers, especially in resistant environments.

4. Identify and Tackle Barriers Head-On

Every change initiative faces roadblocks—whether it’s outdated processes, resistant behaviors, or lack of metrics to track progress. Proactively identify these barriers and address them with targeted corrective actions.

• How to do it: Conduct a barrier analysis early in the process. Ask: What’s stopping us? Is it lack of training, unclear procedures, or poor communication? For example, if workers bypass safety protocols due to time pressure, revise procedures to balance efficiency and safety. If progress metrics are missing, implement leading indicators like safety audits completed or training hours logged.
• Pitfall to avoid: Ignoring people-related barriers. Resistance often stems from fear of change or lack of clarity. Address these through open dialogue and training.

5. Free Up Change Agents by Delegating Routine Work

Daily operational demands can suffocate change initiatives. To succeed, key players need bandwidth to focus on transformation. This means delegating routine tasks to their teams, which also fosters growth and career development for others.

• How to do it: Train supervisors to delegate effectively, empowering their teams to handle daily tasks like shift reports or minor troubleshooting. This frees up leaders to focus on strategic initiatives like safety culture workshops or process redesign. Provide coaching to ensure delegation is done thoughtfully, avoiding overburdening teams.
• Bonus: Delegation builds trust and creates opportunities for junior employees to step up, aligning with career progression goals.

6. Blend Soft and Hard Power to Drive Change

In 2025, with rapid technological, regulatory, and societal shifts, organizations can’t afford to resist change. Driving cultural transformation requires a mix of soft power (inspiration, collaboration, empathy) and hard power (mandates, accountability, consequences). In hostile or unionized environments, candid communication is critical.

• How to do it: Use soft power to inspire—share stories of how safety improvements saved lives or how quality enhancements boosted customer trust. Use hard power to enforce accountability—set non-negotiable standards, like mandatory PPE compliance, with clear consequences for violations. In union settings, hold honest, two-way dialogues. Invite shopfloor input on how to implement changes, making workers partners in the journey.
• Example: A refinery facing union pushback on a new safety protocol held town halls where workers voiced concerns. Leaders addressed them by adjusting the protocol and providing extra training, turning skeptics into advocates.

7. Underpromise, Overdeliver, and Build Trust

Great organizations don’t overpromise and underdeliver. They set realistic expectations, take the time to get it right, and exceed goals. “It’s better to take a few extra days to deliver outstanding results than to make haste and waste.”

• How to do it: When launching a change initiative, communicate conservative timelines and outcomes. For example, promise a 5% reduction in incidents but aim for 10%. Use the extra time to refine processes and ensure quality. This builds trust and credibility, especially in skeptical workforces.
• Pitfall to avoid: Rushing to meet arbitrary deadlines. Quality trumps speed in cultural change.

8. Celebrate Success and Spread the Wins

Nothing fuels momentum like recognition. Celebrating successes, no matter how small, reinforces the value of change and motivates teams to keep going. Extending these wins to other areas amplifies impact.

• How to do it: Acknowledge achievements publicly—through newsletters, team meetings, or recognition boards. For example, highlight a team that reduced downtime by improving a safety process. Share lessons learned and apply them to other departments. Host quarterly “EHS Champions” events to showcase progress.
• Pro tip: Tie celebrations to tangible outcomes, like fewer incidents or higher employee engagement scores, to keep the focus on results.

Additional Practical Strategies

To round out the approach, consider these additional tactics:

9. Leverage Technology for Efficiency and Engagement

In 2025, digital tools can streamline EHS processes and engage employees. Use mobile apps for safety reporting, e-learning platforms for training, or data analytics to track leading indicators. Technology reduces the burden of manual tasks, freeing up time for cultural initiatives.

• Example: A construction firm implemented a mobile app for real-time hazard reporting, increasing worker participation by 30% and cutting incident response time in half.

10. Build a Learning Culture

Low-maturity organizations often lack a habit of continuous improvement. Foster a learning culture by encouraging feedback, conducting post-mortems on failures, and sharing best practices. This mindset shift supports long-term cultural change.

• How to do it: Hold “lessons learned” sessions after major projects or incidents. Encourage workers to suggest improvements without fear of blame. Reward innovative ideas with recognition or small incentives.

11. Align Change with Business Goals

To sustain leadership support, tie EHS cultural change to business outcomes like cost savings, productivity, or customer satisfaction. This ensures change initiatives aren’t seen as “nice-to-haves” but as critical to survival.

• Example: A factory linked its safety program to reduced insurance premiums, saving $50,000 annually. This secured executive buy-in for further investments in EHS.

Conclusion: Turning Dreams into Reality

Achieving cultural change in EHS while managing daily operational challenges is like walking a tightrope—it requires balance, focus, and resilience. By anchoring change in a clear vision, starting small, empowering teams, and blending soft and hard power, organizations can overcome legacy mindsets and low maturity levels. Celebrate wins, leverage technology, and align with business goals to sustain momentum. In 2025, with change happening at breakneck speed, organizations that adapt will thrive, while those that cling to “the way things have always been” risk being left behind.

The shopfloor is where change comes to life. Engage your people, listen to their insights, and make them partners in the journey. With the right strategies, even the most daunting cultural transformation is within reach. Let’s make safety, quality, and excellence not just goals, but the way we work.

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Call to Action: What’s one small step your organization can take today to kickstart an EHS cultural change? Share your thoughts or success stories in the comments below!

Thanks

Karthik

9th June 2025 1230pm.

#276

Personal Update:- I’m excited to share the launch of my professional EHS website, www.oriontranscenders.com, celebrating 40 years in Environmental, Health, and Safety since 1985. Inspired by a conversation with my boss (2000-06), this site captures my journey from pioneering Environmental Engineering in 1983, sparked by a desire to stand out, to embracing Safety (1989), Lean Six Sigma (2007), and MBA-HR (2003). The Bhopal tragedy of 1984, was a serendipitous turning point, shaping a field that’s now a cornerstone of business.

This website is my digital legacy, distilling decades of insights to inspire and inform. (With iPhones predicted to fade in a decade, I wonder how long this site will endure—let’s find out!) If it sparks, thanks to SEO technology, a remote or hybrid business opportunities, I’d welcome them as I shift to a flexible work rhythm. 

Thank you for your support over the years. Share your feedback, and let’s advance EHS together!  LINK

+++++++++++

Here’s a rundown of the latest developments, news, and sentiments in the world of Safety, Health, and Environment (SHE) as of early June 2025, based on recent reports and global discussions. I’ll keep it concise, highlight key trends, and touch on diverse perspectives while critically examining the narratives.

Environment

India’s Environmental Challenges: The State of India’s Environment in Figures 2025 report, released by the Centre for Science and Environment on June 4, 2025, paints a grim picture of India’s environmental and public health landscape. It ranks states on 48 indicators, showing large, populous states like Uttar Pradesh and Maharashtra struggling with extreme weather, declining public health, and economic strain. Chemical pollution is a global concern, with no region deemed safe. The report emphasizes data gaps but underscores the urgency of addressing interconnected climate and health shocks.

World Environment Day 2025: Celebrated on June 5 across over 150 countries, this year’s focus is on reducing plastic pollution. Initiatives include international conferences, tree planting, and plastic-free campaigns. Practical tips for sustainable travel, like avoiding single-use plastics, are gaining traction as actionable steps for individuals.

Innovative Plastics Solution: A post on X highlights a breakthrough from Japan, where scientists have developed a degradable plastic made from food additives. When it breaks down, it enriches soil with “vitamins,” offering a potential game-changer for reducing plastic waste in oceans and landfills. This is promising but needs scrutiny for scalability and environmental trade-offs.

EPA Policy Shift: In the U.S., the Environmental Protection Agency is reportedly drafting plans to eliminate CO2 emissions limits on coal and gas-fired power plants, per internal documents. This move, shared on X, suggests a rollback of climate regulations, sparking debate. Supporters argue it could boost energy production, while critics warn of worsened air quality and climate impacts. The narrative here feels polarized—energy security versus environmental health.

Health

Global Health and Climate Action: The World Health Organization’s Global Action Plan 2025–2028 on antimicrobial resistance (AMR), approved at the 78th World Health Assembly, integrates climate resilience into health systems. It aims to build low-carbon, climate-resilient health systems and enhance surveillance for vulnerable populations. This reflects a growing recognition that climate change is a health crisis, though implementation across diverse economies will be challenging.

Men’s Mental Health Month: June 2025 is Men’s Mental Health Month, with campaigns like Relief Mental Health raising awareness about men’s silent struggles. The focus is on reducing stigma, but critics argue such initiatives often lack follow-through with accessible mental health resources.

Diet and Brain Health: A new study suggests the MIND diet, even when started later in life, significantly reduces Alzheimer’s risk. This is being widely discussed as a practical health intervention, though it’s worth noting dietary studies often face challenges with long-term adherence.

Europe’s Cancer Plan: The OBS-PACE project, launched by the WHO European Observatory, tracks Europe’s Beating Cancer Plan, focusing on prevention, early detection, and reducing inequalities. A new website and webinar (June 17, 2025) aim to share case studies from EU countries, signaling a coordinated push for cancer care innovation.

Autism Claims Controversy: In the U.S., Robert F. Kennedy Jr.’s claims about rising autism rates, tied to his role as Health and Human Services secretary, have stirred debate. Critics argue these claims ignore data and historical context, risking misinformation. This highlights a broader tension between public health policy and skepticism of scientific consensus.

Safety

Workplace Safety Policy: Accenture’s updated Workplace Health and Safety Policy (June 4, 2025) emphasizes risk mitigation for employees, contractors, and visitors. It includes processes for incident reporting, reflecting a corporate push for safer work environments. However, such policies often face scrutiny for enforcement consistency.

Chemical Plant Safety in China: A deadly explosion at a Shandong chemical plant producing toxic chlorpyrifos prompted Vice Premier Zhang to call for a safety crackdown across high-risk sectors like chemicals, mining, and construction. Posts on X describe the incident as a “chemical threat,” with orange-grey skies and toxic fumes, underscoring ongoing industrial safety challenges in China.

U.S. Worker Safety Concerns: The Trump administration’s termination notices to employees of the National Institute for Occupational Safety and Health (NIOSH) have raised alarms. NIOSH’s programs, like lung screenings for coal miners, are vital, and their potential integration into a new agency under Robert F. Kennedy Jr. sparks concerns about weakened protections. Critics see this as prioritizing political restructuring over worker safety.

Oman Travel Safety: For travelers, Oman’s 2025 travel advisory emphasizes health precautions and cultural etiquette, like fasting in public. This reflects a broader trend of integrating safety and cultural awareness in global tourism.

Food Safety Focus: World Food Safety Day on June 7, 2025, highlights the global burden of contaminated food and water. The push for safer food systems aligns with Sustainable Development Goals, but challenges remain in enforcement, especially in low-resource settings.

Global Sentiments and Thoughts

Optimism vs. Alarm: On X, there’s a mix of optimism (e.g., Japan’s degradable plastic) and alarm (e.g., chemical explosions, EPA rollbacks). The UNEP’s post on ozone layer recovery offers hope, citing declining ozone-depleting substances, but it’s tempered by ongoing pollution concerns.

Skepticism of Corporate and Government Actions: Posts on X, like those from @ChildrensHD, express distrust in agrochemical companies seeking liability shields for pesticides linked to health issues like cancer and infertility. This reflects broader skepticism toward corporate and regulatory motives, especially in the U.S. and India.

Call for Resilience: The UNDRR-ISC’s updated hazard profiles, shared on X, emphasize science-based risk management for disasters. This push for early warning systems and resilience planning is gaining traction globally, though funding and political will remain hurdles.

Critical Take

The SHE landscape in June 2025 shows a world grappling with interconnected crises—climate change, public health, and industrial safety. While initiatives like World Environment Day and WHO’s action plans signal global cooperation, there’s a clear divide between policy ambition and on-the-ground impact. Rollbacks like the EPA’s CO2 limits and NIOSH cuts suggest political priorities can undermine progress, while innovations like Japan’s plastic solution need rigorous testing to avoid unintended consequences. Public sentiment, especially on X, oscillates between hope for solutions and frustration with systemic failures, reflecting a broader tension between trust in institutions and demand for accountability.

Karthik

5th June 2025 1145am.

#275

Safety in the workplace is often preached as a top priority, with catchy slogans like “Safety First” or “Zero Harm” plastered on walls. But let’s be real—those phrases can ring hollow if they’re just lip service. True safety isn’t about duty or dogma; it’s about weaving it into the way work gets done, making it a natural part of operational excellence. Here’s how to build a safety culture that actually works, drawn from real-world lessons in global operations.

The Problem with “Safety as Duty”

When safety is framed as a duty—or worse, tied to rewards for “zero incidents”—it can backfire. Workers might hide near-misses to keep metrics clean, killing transparency and learning. Overemphasizing safety as the ultimate goal can also breed complacency. One organization, after reaching the “top” of safety rankings, got arrogant, lost talent, and let best practices slip. The result? A slow decline as relationships frayed and systems crumbled. Safety isn’t a trophy; it’s a process.

A Better Way: Safety as a Business Enabler

Instead of preaching safety, smart organizations make it a seamless part of business success. One global company with dozens of sites worldwide nailed this by integrating safety into a lean operating system, inspired by the Toyota Production System. Here’s what they did right:

• Pull Systems for Best Practices: They built a repository of proven safety solutions—think of it as a living library. Sites could “pull” what worked for them, adapting to local needs without reinventing the wheel. This empowered teams to own their safety processes rather than follow top-down rules.
• Phase Gates for Maturity: Safety was tied to operational maturity, with clear milestones (think Bronze, Silver, Gold) requiring 80%+ compliance in areas like training, risk management, and problem-solving. Sites had to earn their rank, making safety a badge of excellence, not a chore.
• Healthy Competition: Every quarter, the company ranked sites, spotlighting the top 3 and bottom 3. Nobody wanted to be at the bottom, so sites hustled to improve, sharing what worked and learning from others. It wasn’t about shaming; it was about driving progress.
• Leadership Alignment: Leaders didn’t just talk safety—they backed it with resources and an “alignment contract” that made execution non-negotiable. Safety became a key to hitting business goals, not a separate mandate.

Why It Works: Intrinsic Motivation

This approach taps into what drives people: autonomy, mastery, and purpose. Workers had the freedom to adapt solutions (autonomy), the training to execute them well (mastery), and a clear reason—keeping their team safe and operations humming (purpose). Unlike “duty,” which can feel like a burden, this system made safety a natural outcome of doing great work. No slogans needed.

Lessons for EHS Leaders

Want to make safety stick in your organization? Here’s the playbook:

1. Ditch the Slogans: Drop “Zero Harm” or “Safety First” if they’re just posters. Focus on systems that make safety practical and measurable.
2. Build a Knowledge Hub: Create a shared repository for best practices. Make it easy for teams to access and adapt solutions, whether it’s a digital platform or regular knowledge-sharing sessions.
3. Set Clear Standards: Use phase gates or maturity models to give teams milestones to aim for. Tie safety to operational excellence, not just compliance.
4. Foster Healthy Competition: Rank performance transparently to spark improvement, but keep it constructive—celebrate wins, don’t just call out losers.
5. Lead with Action: Invest in resources—training, tools, time—and hold leaders accountable for execution. Safety thrives when it’s part of the business, not an add-on.

The Payoff

When safety is a business enabler, it’s not about avoiding accidents; it’s about enabling smoother operations, happier teams, and better profits. In high-pressure industries like manufacturing or energy, this approach turns safety into a competitive edge, not a cost. It’s about creating a culture where people want to work safely because it makes sense, not because it’s their “duty.”

Let’s move past the buzzwords and build safety that lasts—rooted in systems, driven by people, and aligned with success.

Karthik

3rd June 2025. 1pm.

#274

How to do it? Case Study!

At a 70-year-old legacy operations site, with generations of experience etched into its walls and workflows, change is never easy. Yet today, a new leadership team has embarked on a mission that could redefine the organisation’s future: a journey toward safety culture maturity, not as a compliance checklist but as a cornerstone of operational excellence. This is more than a program or initiative; it’s a transformation. For employees who have long been the backbone of operations, this shift calls not just for participation but for partnership.

Safety as a Pillar of Operational Excellence

Safety isn’t a bolt-on—it’s a built-in. True operational excellence integrates safety into every aspect of performance: productivity, quality, maintenance, planning, and people management. A mature safety culture doesn’t just prevent incidents; it fosters trust, accountability, and resilience. When safety is treated as a shared value and not just a metric, it lifts the entire organisation.

The Legacy Challenge: Resistance, Role Ambiguity, and Risk Normalisation

In legacy plants, employees have long operated in familiar ways. There’s pride in past success, but also habits that may not align with modern expectations. Many team members are unclear about what the new safety culture means for them. Are they supposed to lead? Report? Speak up? Train others? The uncertainty often leads to resistance, inertia, or silence. Without clarity, even the most experienced hands can feel unsure of their place in the journey.

How to Be a Willing Partner: From Compliance to Commitment

1. Individual Level: Owning the Change

• Ask yourself, “What does safety excellence look like in my job today?”
• Take initiative to report hazards, near misses, and improvement ideas.
• View safety as part of your professional identity, not a management imposition.

2. Team Level: Creating a Culture of Trust

• Support your peers in following procedures and embracing new practices.
• Encourage team safety talks, peer observations, and shared accountability.
• Speak up with respect and courage when something doesn’t look right.

3. Communication: Don’t Assume, Ask and Align

• Clarify your role and responsibilities in the new safety culture with your supervisor.
• Request training or coaching if unsure of expectations.
• Provide feedback upwards—leadership needs to know what’s working and what isn’t.

What Leadership Must Provide: The Enablers of Cultural Transformation

A. Organisational Enablers

• A clear and compelling vision: “Why are we doing this now?”
• Alignment of rewards, metrics, and recognition with safe behaviours.
• Consistent communication that safety is a value, not just a KPI.

B. Leadership Style and Presence

• Visible felt leadership: Leaders who walk the floor, listen, and engage.
• Flattened hierarchies in safety discussions to encourage open dialogue.
• Shift from blame to learning: Focus on systems and improvements.

C. Systems, Tools, and Processes

• Revise SOPs and JSAs to reflect current realities, with input from workers.
• Introduce user-friendly reporting systems and safety dashboards.
• Deliver training that goes beyond rules to build judgement and capability.

D. Role Clarity and Structure

• Define roles using RACI (Responsible, Accountable, Consulted, Informed) frameworks.
• Equip supervisors to coach, not just control.
• Develop role-specific safety performance indicators.

The Maturity Model: Understanding the Path Ahead

Cultural change isn’t instant. Most sites progress through stages—from reactive (“safety is someone else’s job”) to proactive (“we own safety”) and eventually generative (“safety is how we do business”). Understanding this maturity path helps employees and leaders measure progress and stay patient through setbacks.

Illustration: Safety Culture Maturity Ladder

Maturity Level	Characteristics	Employee Role	Leadership Focus
Reactive	Safety after incidents, blame-oriented	Follow rules, avoid punishment	Enforce compliance
Calculative	Safety systems in place, box-ticking mindset	Perform tasks as prescribed	Audit, control, and measure
Proactive	Anticipate risks, shared ownership	Actively identify and mitigate risks	Empower and coach
Generative	Safety is embedded in all activities	Internalise safety values, innovate safely	Inspire, align culture, role model

Call to Action: Build the Culture You Want to Work In

Employees aren’t just implementers of change—they’re builders of it. The choice to be a willing partner starts with curiosity, commitment, and courage. Don’t wait for others. Ask yourself: “What will I do differently today to make safety part of how we succeed together?”

Conclusion: The Legacy Is Yours to Shape

This journey is an invitation—to move from the comfort of routine to the challenge of transformation. With aligned leadership, clear expectations, and willing employees, even the most entrenched cultures can evolve. Safety isn’t a side road to excellence. It is the road.

Karthik

1/6/25 11am.

#273

Context:- The more I see convergence of Operational Excellence, the less I see the individual domain like EHS, Quality, Productivity, Inventory, Delivery, People,and Cost are able to deliver results, without interdependent on each enabler.

Continuous improvement is the heartbeat of operational excellence, driving organizations toward safer, more efficient, and sustainable outcomes. Whether in safety, quality, operations, inventory, delivery, or cost management, the principles of improvement are universal. However, barriers often impede progress, and understanding these obstacles is key to unlocking transformative change. Using safety as a lens, this blog explores common barriers to continuous improvement and their parallels across operational domains, with insights tailored to the 2025 operating landscape.

1. Hazard Recognition and Response: The Foundation of Improvement

In safety, recognizing hazards and responding effectively is fundamental. Yet, many organizations struggle with inconsistent hazard identification due to inadequate training or lack of standardized processes. Employees may overlook risks because they don’t understand what constitutes a hazard or lack the tools to assess them properly.

Across Domains: This mirrors challenges in other areas, like quality (failing to spot defects early), operations (ignoring process inefficiencies), or inventory (overlooking stock discrepancies). Without a deep understanding of the basics—whether it’s hazard types in safety or KPIs in operations—improvement stalls.

Effective hazard recognition is critical for safety and underpins improvement in domains like quality, operations, and inventory. However, two key barriers—habituation and inexperience—often undermine progress.

• Habituation: Repeated exposure to workplace hazards can desensitize employees, causing them to overlook risks like unguarded machinery or repetitive strain. Reliance on AI alerts without active engagement can worsen this, as workers may ignore automated warnings.
• Inexperience: New or untrained employees may fail to recognize hazards due to a lack of knowledge or situational awareness. This mirrors challenges in other domains, like misinterpreting quality defects or operational bottlenecks, and is exacerbated in 2025 by rapid onboarding in tech-driven environments.

Present Context: With AI-driven analytics and IoT sensors becoming standard, organizations can leverage real-time data for hazard detection or process monitoring. However, failure to train employees on these tools or integrate them into workflows can exacerbate this barrier. For example, predictive maintenance systems can flag equipment risks, but only if staff are trained to interpret and act on the data.

Solution: Invest in regular, role-specific training and standardized protocols. For safety, this means hazard recognition workshops; for quality, it’s defect identification training; for operations, it’s process mapping. In 2025, incorporate AI literacy to ensure employees can use data-driven insights effectively.

2. Business Systems: The Backbone of Consistency

Robust business systems—think EHS software, ERP platforms, or quality management systems—enable data-driven decisions and process alignment. However, fragmented or outdated systems create silos, leading to miscommunication and inefficiencies. For instance, a safety incident might go unreported if the reporting system is clunky or inaccessible.

Across Domains: In operations, disjointed systems cause delays in production scheduling. In inventory, poor integration leads to stock mismatches. In cost management, outdated financial systems obscure spending trends.

Business systems, such as EHS platforms or ERP software, are essential for driving continuous improvement, but inefficiencies and unreliability can stall progress across safety, quality, and operations.

• Efficiency: Cumbersome or fragmented systems, like outdated incident reporting tools, slow down hazard logging and response, leading to delays and missed opportunities. Inefficient integration of AI-driven analytics with existing systems can hinder real-time decision-making across domains.
• Reliability: Unreliable systems, prone to crashes or data inaccuracies, erode trust and disrupt workflows, such as safety audits or inventory tracking. Reliance on cloud-based platforms demands robust cybersecurity to ensure consistent performance.

Current Context: The rise of cloud-based platforms and AI-integrated systems offers opportunities for seamless data flow. Yet, resistance to adopting these technologies or failure to customize them to organizational needs can hinder progress. For example, a 2025 EHS system might integrate wearables to monitor worker safety, but without proper implementation, it’s underutilized.

Solution: Audit and streamline business systems to ensure integration and user-friendliness. Engage employees in system design to boost adoption. In 2025, prioritize scalable platforms that support cross-functional data sharing.

3. Rewards and Recognition: Motivating the Right Behaviors

Rewards and recognition drive employee engagement, but misaligned incentives can undermine improvement. In safety, rewarding “zero incidents” without emphasizing proactive reporting may discourage workers from flagging hazards, fearing blame.

Across Domains: In quality, rewarding speed over accuracy can lead to defects. In delivery, focusing solely on on-time metrics might compromise safety or quality. Misaligned rewards create short-term gains at the expense of long-term excellence.

Rewards and recognition shape employee behavior, but misaligned approaches can undermine continuous improvement in safety and beyond.

• Formal (Performance Evaluation, Piecework): Performance evaluations that prioritize output over safety or quality, or piecework incentives that reward speed, can lead to corner-cutting, like skipping safety checks or quality inspections. Digital performance dashboards must balance productivity with proactive improvement metrics.
• Informal (Peer Pressure, Production Focus): Peer pressure or a culture fixated on production can discourage reporting near-misses or suggesting process improvements, fearing social repercussions. This persists more so now, where hybrid teams may face amplified pressure via digital collaboration tools.
• Wrong Safety Focus: Rewarding “zero incidents” without encouraging proactive hazard reporting can suppress critical feedback, creating a false sense of safety. This mirrors issues in other domains, like focusing on cost-cutting over long-term quality, and remains a challenge in today’s data-driven workplaces.

Context Now: Hybrid and remote work environments, coupled with Gen Z’s emphasis on purpose-driven work, demand modernized reward systems. Digital platforms for real-time recognition are gaining traction, but they must align with organizational goals to avoid mixed signals.

Solution: Align rewards with proactive behaviors, like reporting near-misses in safety or suggesting process improvements in operations. Use data-driven recognition systems to track contributions and foster a culture of accountability.

4. Facility and Equipment: The Physical Enablers

Outdated or poorly maintained facilities and equipment pose significant barriers. In safety, faulty machinery increases risks. In operations, old equipment slows production. In inventory, inadequate storage systems lead to losses.

Across Domains: The ripple effect is clear—subpar facilities hinder quality control, delay deliveries, and inflate costs. For example, a poorly designed warehouse layout impacts both inventory accuracy and delivery timelines.

2025 Context: Automation and smart factories are transforming workplaces. Robotics and IoT-enabled equipment can enhance safety and efficiency, but only if organizations invest in upgrades and maintenance. Budget constraints or resistance to modernization can perpetuate this barrier.

Solution: Conduct regular facility and equipment audits. Prioritize investments in automation that align with safety and operational goals. In 2025, leverage predictive maintenance tools to preempt failures.

5. Disagreement on Safe Practices: Lack of Consensus

In safety, disagreements over what constitutes a “safe” practice—say, proper PPE usage—can lead to inconsistent adherence. This stems from unclear standards, poor communication, or conflicting priorities.

Across Domains: Similar issues arise in quality (debates over acceptable defect rates), operations (disputes over process priorities), or cost (disagreements on budget cuts). Without alignment, teams work at cross-purposes.

Current Context: Globalized workforces and diverse teams amplify the need for clear, culturally sensitive communication. Virtual collaboration tools can bridge gaps, but only if standards are universally understood.

Solution: Establish clear, documented standards through collaborative input. Use regular town halls or digital platforms to align teams. In 2025, leverage AI-driven decision support to provide objective insights on best practices.

6. Culture: The Invisible Force

A culture that doesn’t prioritize continuous improvement stifles progress. In safety, a blame-centric culture discourages incident reporting. In operations, a “we’ve always done it this way” mindset blocks innovation.

Across Domains: Cultural resistance affects quality (reluctance to adopt new standards), inventory (hoarding stock due to mistrust), and delivery (ignoring customer feedback). A weak culture undermines all improvement efforts.

Present Context: With ESG (Environmental, Social, Governance) goals gaining prominence, organizations must foster cultures that embrace sustainability and accountability. A culture misaligned with these values risks losing talent and market share.

Solution: Build a culture of psychological safety where feedback is valued. Leadership must model continuous improvement behaviors, from safety audits to process reviews. In 2025, use employee engagement platforms to gauge and shape culture dynamically.

7. Personal Factors: The Human Element

Personal factors like fatigue, stress, or lack of skills can hinder improvement. In safety, a tired worker might skip a safety check. In operations, stress can lead to errors. In quality, inadequate training results in defects.

Across Domains: Personal factors impact every domain—inventory mismanagement due to burnout, delayed deliveries due to poor decision-making, or cost overruns due to inexperience.

2025 Context: Mental health and work-life balance are critical in 2025, with hybrid work models adding complexity. Wearable tech can monitor fatigue, but overreliance risks privacy concerns.

Solution: Offer wellness programs, flexible schedules, and skill development. In 2025, use AI to personalize training and monitor workloads without compromising privacy.

8. Personal Choice: The Power of Individual Agency

Even with systems in place, individuals may choose not to follow protocols—whether skipping safety gear, bypassing quality checks, or ignoring inventory procedures. This often stems from convenience, overconfidence, or lack of accountability.

Across Domains: Personal choice affects delivery (cutting corners to meet deadlines), cost (ignoring budget guidelines), and operations (skipping process steps). It’s a universal challenge tied to human behavior.

Context Now: With increased autonomy in hybrid workplaces, personal accountability is critical. Gamification and peer accountability tools can nudge better choices, but they require careful design.

Solution: Foster accountability through clear expectations and peer reinforcement. In 2025, use digital nudging tools, like reminders or gamified compliance trackers, to encourage adherence.

Additional Barrier in 2025: Technology Adoption Gaps

In 2025, a critical barrier is the gap in technology adoption. AI, IoT, and automation offer immense potential for safety (real-time hazard alerts), quality (defect detection), and operations (process optimization). However, resistance to change, lack of digital literacy, or insufficient infrastructure can limit their impact. For example, an organization might invest in AI-driven safety analytics but fail to train workers, rendering the technology ineffective.

Solution: Prioritize change management and digital upskilling. Engage employees early in tech rollouts to build buy-in. Pilot programs can test scalability before full adoption.

Conclusion: Breaking Down Barriers for 2025 and Beyond

Continuous improvement is a journey, not a destination. By addressing barriers like poor hazard recognition, fragmented systems, misaligned rewards, outdated facilities, disagreements, weak culture, personal factors, and individual choices, organizations can pave the way for operational excellence. In 2025, embracing technology while bridging adoption gaps will be critical. Whether in safety or other domains, the principles remain the same: align systems, empower people, and foster a culture of relentless improvement. Let’s commit to breaking these barriers for a safer, more efficient future.

What are your thoughts?
Karthik.

28/5/25 2pm.

#273

Good to be back from Bombay visit. Boy! Real Bangalore is back with the pleasant weather. (Max 25C, all coming week!).

In the world of workplace safety, few concepts have been as influential—or as debated—as Herbert Heinrich’s safety pyramid. Introduced in the 1930s, Heinrich’s theory suggested that for every major injury or fatality, there were 29 minor injuries and 300 near-misses. This “pyramid” became a cornerstone of safety management, urging companies to tackle smaller incidents to prevent catastrophic ones. But as safety science evolves, critics are calling the pyramid a myth, questioning its data, assumptions, and relevance. So, where does the truth lie? Let’s unpack Heinrich’s theory and see if it’s still a milestone or just a relic.

Herbert Heinrich, an employee at Travelers Insurance, published his ideas in Industrial Accident Prevention in 1931. Analyzing thousands of accident reports, he concluded that 88% of incidents stemmed from workers’ “unsafe acts,” 10% from unsafe conditions, and 2% from unavoidable causes. His pyramid visualized a ratio: 300 near-misses at the base, 29 minor injuries in the middle, and 1 serious injury or fatality at the top. The logic was simple—reduce the base, and the top shrinks too. For its time, this was groundbreaking, encouraging proactive incident reporting in an era when safety was often an afterthought.

The pyramid’s appeal lies in its simplicity. It gave safety managers a clear framework: track near-misses, address minor issues, and prevent disasters. Companies adopted it widely, using it to promote behavior-based safety (BBS) programs that focused on correcting workers’ actions. Heinrich’s “domino model” reinforced this, suggesting accidents result from a chain of events—social factors, human faults, unsafe acts, and so on. Break the chain, like stopping unsafe acts, and you stop the accident. It was a compelling narrative that shaped safety culture for decades.

But cracks in the pyramid’s foundation have emerged. Critics argue Heinrich’s data, drawn from 1920s insurance claims and supervisor reports, was flawed. Supervisors often blamed workers to avoid liability, skewing the “unsafe acts” statistic. Heinrich, not a trained safety expert, relied on these biased reports without rigorous root cause analysis. Modern safety science, like James Reason’s Swiss Cheese Model, shows accidents often stem from systemic failures—poor training, faulty equipment, or weak safety culture—not just worker error. The 88-10-2 ratio? It’s more a snapshot of one era than a universal truth.

Another issue is the pyramid’s predictive power. Heinrich assumed reducing near-misses would proportionally cut serious incidents. But studies, like a 2003 ConocoPhillips Marine analysis, show different ratios across industries, and minor incidents don’t always predict fatalities. A paper cut and a chemical explosion often have unrelated causes. Focusing on the pyramid’s base can overwhelm safety teams with low-risk issues, diverting attention from high-severity risks, like those in the 2010 Deepwater Horizon disaster, where systemic failures trumped individual errors.

Heinrich’s insurance background adds fuel to the skepticism. Working for Travelers, his focus on worker behavior aligned with the industry’s interest in minimizing employer liability. By emphasizing “unsafe acts,” companies could shift blame from management systems to workers, reducing costly claims. While there’s no evidence Heinrich intended to mislead, his lack of formal safety credentials and unverifiable data (his original records are lost) weaken the pyramid’s credibility. Calling it a myth isn’t about dismissing it entirely—it’s about recognizing its limits.

Modern safety science has moved beyond Heinrich. Models like Reason’s Swiss Cheese or Leveson’s STAMP focus on systemic interactions—how management, processes, and culture align to prevent or cause accidents. For example, a 2018 NIOSH study found that while near-misses can signal risks in some industries, like mining, they don’t universally predict fatalities. Leading indicators, like safety audits or training quality, are now prioritized over reactive incident tracking. This shift reflects today’s complex workplaces, from chemical plants to automated factories.

Does this mean Heinrich’s pyramid is useless? Not quite. Its strength is in raising awareness. It encourages workers to report near-misses, fostering a proactive safety culture. In industries with repetitive tasks, like construction, tracking minor incidents can still highlight trends. But leaning too heavily on the pyramid risks missing the bigger picture—systemic issues often outweigh individual actions. A balanced approach combines Heinrich’s reporting ethos with modern tools like root cause analysis and safety management systems.

For EHS professionals, the lesson is clear: use the pyramid as a starting point, not a gospel. Question its ratios, dig into root causes, and prioritize high-potential risks. The 2013 Sinopec pipeline explosion, driven by poor safety culture, reminds us that blaming workers alone doesn’t cut it. Instead, build systems that support safe behavior—provide training, maintain equipment, and listen to frontline workers. Heinrich’s work was a milestone, but safety science has climbed higher.

What’s your take, EHS community? How do you balance incident reporting with systemic improvements? Share your thoughts and let’s keep pushing for safer workplaces. If you’re curious about modern safety models or want to dive deeper, check out resources like NIOSH or the NSC for the latest insights. Let’s move beyond the myth and build a future where safety is systemic, not just a numbers game.

Karthik

25/5/25 1030am