At Aeroflex, a Paraná-based manufacturing industry, a simple PVC tube became a symbol of transformation. Installed by an employee to prevent an iron rod from slipping and causing accidents, the adapted device became a reference. There, initiatives like this don’t go unnoticed and are publicly celebrated through the “Safety Star,” a process created to recognize those who contribute practical ideas to make the factory safer. In 15 months, dozens of solutions were implemented—some at no cost but with high impact. “Safety here is no longer seen as a cost or a rule. It’s a value, something we should practice even when no one is watching,” says Marcelo Arice, EHS (Environment, Health, and Safety) coordinator at the company.
Aeroflex is an aerosol solutions manufacturer headquartered in Curitiba (PR), and its experience reflects a growing trend in Brazilian industries: the incorporation of continuous improvement tools as a strategy for accident prevention. One of the pillars of this process is lean management, an approach aimed at making work more efficient by eliminating excess and focusing only on what adds value. The debate gains momentum with World Day for Safety and Health at Work, celebrated on April 28, which coincides with the National Campaign for the Prevention of Work Accidents (Canpat 2025), launched in April by the Ministry of Labor and Employment.
The issue is urgent. Federal government data reveal that Brazil recorded over 732,000 cases of work-related accidents and illnesses in 2023 alone. Of these, 2,780 resulted in death and over 6,300 in permanent disabilities. Underreporting still prevents a complete picture. The economic impacts are estimated to exceed R$ 400 billion per year, equivalent to up to 4% of the national GDP, according to the Statistical Yearbook of Work Accidents by the Ministry of Social Security.
Experts argue that more than formal protocols, it’s necessary to cultivate a safety culture, and this is where methodologies like 5S, the foundation of lean management, take center stage.
Organization, perception, and belonging
Consultant Edison Medeiros, a Lean management expert and consultant at Gemba Group, compares worker care to the attention given to a small child. “If there’s a table with sharp edges, telling the child not to bump their head won’t help. You need to eliminate the risk condition. It’s the same with adults,” he says. According to him, the first step is structuring the environment to prevent mistakes. “5S helps exactly with that. When you remove what’s unnecessary, organize the space, and standardize routines, you reduce accidents and improve physical and mental health.”
The methodology, created in Japan, involves five pillars: utilization, orderliness, cleanliness, standardization, and self-discipline. It goes beyond appearance, directly influencing ergonomics, circulation, visibility, and behavior. “Many occupational illnesses start when an employee repeatedly bends over, reaches for objects out of reach, or deals with invisible dirt like dust and fungi,” says Edison.
Brasílio da Silva, a consultant with 30 years of experience in occupational safety, reinforces the argument. “When you start by addressing the basics—like labeling an outlet, covering a floor hole, or removing an exposed wire—you initiate a process that changes how everyone sees the environment. Safety starts with the visible but transforms the invisible: the culture.” For him, safety culture is the foundation for building risk perception.
But for it to work, the method can’t be imposed. “Sense means understanding. The person needs to know why they’re doing it, understand that it protects them. Otherwise, they’ll only comply when the manager is watching,” Edison adds. He argues that companies wanting to implement a safety culture must promote understanding and foster a sense of belonging: “When employees feel cared for, they care in return.”
Simple actions, lasting effects
At Aeroflex, lean manufacturing has been implemented in partnership with Gemba Group, a consultancy specialized in Lean management, continuous improvement, and professional training. Since then, the safety department has gone from a supporting role to a leading one. “Today we have seven committees, including 5S and Safety Guardians. All employees participate in at least one. The goal is to share responsibility for safety,” explains Marcelo Arice, Aeroflex’s EHS coordinator.
He cites other examples of improvements proposed by employees themselves. An electrician increased lighting by 40% in one area by replacing frosted acrylics in fixtures with transparent ones. A Production Supervisor repurposed discarded cages to transport drums more safely. Even the cafeteria staff proposed adjustments to the pantry organization to improve the simple process of making coffee and prevent short circuits.
The idea that safety is a value—not just an obligation—is central to the change. “We work with risk perception, which varies among people. Some are unconsciously unsafe and don’t realize they’re at risk. The focus now is leveling that perception,” says Marcelo. He notes that critical areas like logistics and forklift operations receive targeted training to develop attention and safe behavior.
Brasílio agrees and points out that one of the biggest challenges in companies is precisely the lack of shared perception. “Everyone minds their own business, but real safety requires everyone to recognize risks and communicate what they perceive. That’s corporate citizenship.”
Management systems and leading by example
Beyond individual actions, safety culture needs structure. Brasílio advocates for management systems based on international standards like ISO 45001, which organizes processes and guides decisions with data. “A company that already maps risks and monitors indicators is much more likely to act preventively. It may even skip bureaucratic steps required by law, like the Risk Management Plan (PGR). This shows that management and safety go hand in hand,” explains the consultant.
According to him, many companies still see safety as an expense, not an investment. “Despite that, just one serious incident is enough to understand that prevention costs less,” Brasílio notes. He argues that effective training, reliable data, and active listening should be used to sensitize leadership. “Managers must lead by example. Power comes from position, but authority is earned through behavior,” he emphasizes.
For Edison, consistency between words and actions also defines culture. “It’s no use saying safety comes first if the locker room is degraded or the cafeteria is unhealthy. You need to translate that value into visible actions.”
From obligation to culture
Despite the challenges, the three experts agree: progress is being made. “There are already companies with well-established safety cultures. They started years ago with simple actions and persisted,” says Edison. For Brasílio, Abril Verde (Green April) can help accelerate this process.
Brasílio also warns about evolving legislation, which now includes topics like harassment, psychosocial risks, and mental health. “Mental illnesses will surpass physical ones in the coming years, according to the World Health Organization, and the workplace needs to keep up with this reality.”
Moreover, Brasílio and Edison argue that worker care should extend beyond the company gates. “An employee who knows they’re safe works better; but they also need to go home well and be with their family. That’s also culture,” says Edison. Brasílio adds: “Safety reflects at home. An employee who wears goggles to drill a factory wall shouldn’t climb on an unstable chair to do the same at home.”
In the end, change depends not just on rules or training but on a mindset shift in how work is viewed. “Taking workplace safety seriously is what you do when no one is watching,” says Marcelo. That’s the level of maturity Brazilian industry still seeks, starting with small actions repeated daily until they become culture.
