Safety Culture in SMEs of the Food Industry: A Case Study and Best Practices

Abstract

This article highlights the importance of developing a sustainable safety culture as an important component of the long-term development of manufacturing companies, especially in SMEs. A sustainable safety culture combines principles in favor of protecting the health and lives of workers with sustainable development principles, while improving operational and environmental performance. The aim of this study was to identify best practices, challenges, and strategies for implementing this type of culture in manufacturing companies. A mixed-methods approach was used, including quantitative surveys, in-depth interviews, case study analysis, and field observations at selected companies. This research was conducted at two food companies from Poland. The findings indicate that the successful implementation of a sustainable safety culture relies on strong leadership, employee engagement, pro-active risk management, and continuous process improvement. Additionally, this article discusses major challenges, such as resistance to change, financial constraints, and regulatory complexity. Ultimately, this article provides practical recommendations for industry leaders developed from the research findings to support long-term efficiency and safety in manufacturing organizations.

1. Introduction

Building a safety culture in manufacturing companies is one of the basic tasks in order to achieve the long-term development of the company [1]. A sustainable safety culture not only takes care of the health and life of employees, but is also responsible for improving operational efficiency and meeting operational requirements [2]. Combining safety with sustainability enables manufacturing companies to improve their performance in innovation, respond to risk, and adapt to changes in the regulatory and market environment.

The definition of occupational safety has been widely discussed in the context of international initiatives such as Agenda 2030, which emphasizes the importance of ensuring safe and healthy working conditions within the Sustainable Development Goal 8. Fulfilling this goal supports decent work, thus contributing to sustainable economic growth. Safety at work, combined with long-term sustainable development strategies, also has a direct impact on other goals, such as responsible production and the physical and mental health of employees. Scientists [3] indicate that a key element for manufacturing companies is to minimize the negative impact on the environment while increasing production. Such an approach, in which energy efficiency is increased, the consumption of raw materials is reduced, and technologies based on the principles of the circular economy are implemented, is a fundamental element of sustainable production [4,5]. Additive manufacturing, often called 3D printing [6,7], can play a key role in implementing these principles. As an example, we can cite the use and production of metals, which causes the emission of pollutants that have a negative impact on the environment, as both direct emissions (e.g., mining) and indirect emissions (e.g., electricity consumption). Additive manufacturing, thanks to the precise use of materials and waste minimization, can have a positive impact on the sustainable development of enterprises [8,9,10]. Research conducted in recent years by scientists [11,12,13] has shown that additive manufacturing allows the design of more complex and lightweight structures, which has a positive impact on reducing environmental costs. In addition, manufacturing companies are responsible for about 15% of global energy consumption and 35–45% of the consumption of raw materials and materials, which makes it necessary to reduce the environmental footprint and adapt to the global challenges related to climate change and the depletion of natural resources [14,15]. The introduction of additive manufacturing allows for the reduction of energy consumption throughout the entire life cycle of products [7]. Moreover, additive manufacturing allows the use of a wide range of metals, which makes it widely applicable [16] and enables the effective management of raw materials in a circular economy. In relation to life cycle assessment, which analyzes the impact of a product on the environment at every stage of its existence, additive manufacturing supports the implementation of the assumptions of the sustainable development of enterprises.

Workplace safety is considered an important element of sustainable development, but implementing an appropriate safety management system (such as ISO45001) is a challenge for many companies. It requires not only financial resources, but also changes in the management approach, employee involvement, and organizational culture [17]. Researchers have identified two key approaches to effectively implementing safety strategies in an organization. The first focuses on the organizational culture, and the second focuses on employee behavior. He also noted that it is very important to use these two approaches to effectively engage employees in safety management [18,19,20,21]. This means that achieving success in the field of occupational health and safety depends largely on the cooperation and active participation of both management and employees [22]. It is equally important to integrate these systems with the overall business process and organizational culture [23].

However, manufacturing companies face many problems related to the implementation of these strategies, despite the benefits of implementing comprehensive safety management systems. Some of the challenges include a resistance to change, which may result from employee habits and limited support from management [24]. Additionally, financial constraints may inhibit investment in necessary training [25,26], technology, and safety audits [27]. The complexity of laws and regulations varies across jurisdictions and is another obstacle to successfully implementing a sustainable safety culture [28]. To address these challenges, companies must develop a comprehensive strategy that considers not only technical and operational aspects, but also psychological and cultural factors that influence employee behavior [29].

In the face of these challenges, strong leadership is a key element in implementing a sustainable safety culture. The leader of the organization plays an important role in shaping employee attitudes and establishing responsibility for safety at all levels [30]. Strong and motivated management not only supports the implementation of the strategy, but also motivates active participation in safety initiatives [31]. Transparent communication of the goals, benefits, and results associated with the safety culture is also an important factor [32]. Leaders who encourage open information exchange and communicate risks without fear of consequences create an environment conducive to continuous improvement and risk mitigation [33,34].

Safety culture in manufacturing companies is a complex concept that includes a set of practices, values, and beliefs aimed at minimizing risk and promoting a proactive approach to occupational safety [35,36,37,38]. It is a multidimensional concept that combines the following components: management involvement, communication and training, employee participation, continuous improvement, sustainable development and the environment, and cooperation with stakeholders [39,40,41]. An important element of this culture (Figure 1) is not only supporting the development of proper working conditions, but also implementing the sustainable development strategy [42,43,44].

Management commitment is the foundation of any safety strategy. Organizational leaders must take an active role, not only by promoting policies and procedures, but also by being directly involved in occupational health and safety activities. They are willing to participate in training and initiatives to improve working conditions and serve as role models for employees. Research [45,46,47] shows that leadership that takes an active role in shaping a safety culture builds trust among employees, which results in greater team commitment to safety programs. Proper communication in the company is a fundamental aspect of creating a sustainable safety culture. During training, employees analyze safety procedures and submit comments and suggestions for improving working conditions. Regular training, the frequency of which is adjusted to the specifics of the workplace, is necessary to raise employees’ awareness of hazards in the workplace and develop crisis management skills. Studies [48,49,50,51] have shown that properly designed training programs can significantly improve the safety index in the company and reduce the number of accidents and occupational diseases. A sustainable safety culture is not a goal that can be achieved only once, it requires continuous monitoring and improvement. Organizations should regularly evaluate safety procedures and analyze the causes of incidents to make necessary corrections. In this process, not only should lagging indicators be considered, but also leading indicators that help identify potential threats. Research shows that organizations that use a continuous improvement approach can quickly adapt to changing situations and problems [52,53,54,55]. A sustainable safety culture is not a goal that can be achieved once and for all—it requires constant monitoring and improvement. Organizations should regularly evaluate their safety procedures and analyze the causes of incidents to make necessary corrections. This process should include not only lagging indicators, but also leading indicators that help anticipate potential threats. As studies [56,57,58] show, organizations that apply a continuous improvement approach are able to adapt more quickly to changing conditions and challenges. A sustainable safety culture should also take into account environmental aspects. Organizations that combine safety strategies and environmental policies benefit from both occupational safety and work efficiency. The introduction of innovative and environmentally friendly technologies and processes can contribute not only to reducing the risk of accidents, but also to reducing the negative impact on the environment [59,60]. With this approach, companies can achieve a long-term balance between occupational safety and environmental protection. A sustainable safety culture requires active collaboration with stakeholders, not just internal units. The key is to build relationships with suppliers, customers, and communities that can influence the organization’s strategy. Organizations should seek to understand stakeholder expectations for safety and sustainability, enabling a better alignment of strategies and practices [53,61,62]. Such collaboration can also help to improve a company’s reputation and competitiveness in the marketplace.

Despite a large body of literature on the benefits of implementing occupational health and safety measures, such as reducing accidents, improving working conditions [63], improving financial performance [64], and promoting organizational sustainability [36], research on best practices and strategies for implementing these systems in manufacturing companies is insufficient. The purpose of this article is to close this gap by identifying the most effective ways to create and maintain a sustainable safety culture and describing the challenges companies face in implementing such technologies.

2. Materials and Methods

The research conducted in this article aimed to identify best practices, challenges, and strategies for implementing safety culture in manufacturing enterprises. This section discusses the research methodology, the selection of the research sample, and the research tools used.

The research conducted used a mixed-method approach, which combines quantitative methods with qualitative methods. This approach was used in order to obtain a broad spectrum of results and obtain a holistic picture of the issue under study. The quantitative method (survey questionnaire) was used to recognize the current level of safety culture in enterprises, as well as to recognize the directions of its development and identify trends. The qualitative method (interview questionnaire) made it possible to study the individual experiences and perceptions of employees in the food industry at various levels of management, which allowed a better understanding of the context and dynamics of the development of a safety culture in the analyzed enterprises. The above methods complement each other, thus providing numerical data and descriptive material, which made it possible to obtain comprehensive information on the safety culture in the analyzed enterprises.

The research was conducted in food industry enterprises located in Poland, in the Silesian Voivodeship. Five enterprises were invited to participate in the research, but only two of them agreed to participate in the research. Two research tools were used to collect quantitative and qualitative data, i.e., a survey questionnaire and an interview.

The developed interview questionnaire (Appendix A) contained 28 questions and was divided into thematic areas. The aim of the survey was to obtain knowledge about the current level of safety culture in enterprises and the possibilities of its development. The first thematic area of the survey contained demographic data, and the next thematic area focused on safety policy and employees’ knowledge of safety procedures. The next part of the survey included questions about the involvement of management staff in the development of a safety culture, and the frequency of training and its scope. The respondents were also asked about the effectiveness of communication in the organization, the sustainable development of the company, and the continuous monitoring and improvement of working conditions.

The survey questionnaire at the companies was conducted in the traditional manner. A total of 143 people participated in the questionnaire, including 83 employees from Company A and 60 from Company B, who presented different jobs. Employees in the presence of the interviewee filled out the questionnaire, resulting in a 100% return of the questionnaires.

Parallel to the questionnaire, an interview (Appendix B) was conducted at the companies with 15 employees at different levels of management (8 pra-employees from Company A and 7 employees from Company B). The purpose of the interview was to obtain detailed information for identifying best practices related to the development of a sustainable safety culture.

The structure of the interview was divided into nine topics to allow the participants to speak freely. The questions focused on personal experiences with safety policy, management commitment, the effectiveness of communication, and the possibility of reporting problems. The interviews also emphasized the involvement of employees in the decision-making process regarding safety. The interviews were conducted in a face-to-face form, and each interview lasted from 30 to 60 min and was recorded with the participant’s consent.

The analysis of the survey data was carried out using Microsoft Excel software, in which basic statistical measures were carried out, including the mean, frequency, and standard deviation. Using this software, the survey results were presented in the form of tables and graphs. On the other hand, the data obtained from the interviews were analyzed manually, without the use of specialized software. The analysis consisted of the manual coding of responses and identification of key thematic areas, which made it possible to obtain comprehensive information about the safety culture in the surveyed companies. The quantitative and qualitative data were integrated with each other, as the results of the questionnaire surveys presented general trends in the development of a safety culture, which were contrasted with the individual experiences presented in the interviews. In addition, the information obtained from the interview questionnaires enriched the quantitative analyses through examples. The research process is shown in Figure 2.

3. Results

The following section presents the detailed research results on the development of a sustainable safety culture in food industry companies. Two companies participated in the study: Company A, which produces confectionery products, and Company B, which processes meat. Both companies belong to the SME sector and are characterized by complex production processes that are subject to sanitary and safety regulations.

3.1. Questionnaire Survey

A total of 143 people took part in the survey, including 83 employees from Company A and 60 from Company B, who presented different job positions. The first group of questions concerned general information in order to determine the demographic profile. A significant number of the employees have worked in the analyzed company for over 6 years (64 people, i.e., 45%), 36 respondents have worked there for 4 to 6 years (36 people), 29 people have worked there for 1 to 3 years (20%), and 14 people have worked in the company for less than 1 year (10%). The largest number of respondents work in production positions and constitute 69% (98 people). Management staff constitute 22% (32 people), administrative workers constitute 8% (11 people), and employees of the security department constitute 1% (2 people). Most of the surveyed people have a vocational education, i.e., 79 people, which constitutes 55%; 43 people have a secondary education (30%); and 21 people have a higher education (15%).

Table 1. Demographic data of respondents.

Demographic Factor	Demographic Relationships
Company	Company A	Company B
	83 (58%)	60 (42%)
Professional experience	0–1	1–3	4–6	6 or more
	14 (10%)	29 (20%)	36 (25%)	64 (45%)
Position	Production employee 98 (69%)	Manager 32 (22%)	Safety department employee 2 (1%)	Administrative employee 11 (8%)
Education level	Vocational education	Secondary	Higher education
	79 (55%)	43 (30%)	21 (15%)

presents demographic data of the respondents.

The next thematic area of questions in the survey questionnaire concerned the understanding of the safety policy (Figure 3). The survey results indicate a high level of awareness of the employees in both companies about the safety rules in force in the company, confirmed by 80% of the respondents. This results from the effective internal communication of the organization between the management staff and employees in production positions.

When asked about the frequency of training (Figure 4), employees most often answered that training takes place every quarter, i.e., 50 people, which is 35% of the respondents. This indicates regular training cycles, which allow for the consolidation of knowledge and familiarization with the newly introduced safety rules. Nevertheless, 43 people (30%) declared that they participate in training once a year or less often than once a year by 26 people, which is 20%. On the other hand, 15% of employees declared that they participate in training every month. This research shows that the frequency of training in companies depends on the job positions and the related occupational risk.

In addition, the respondents assessed the training in terms of quality. A total of 88 people (60% of the respondents) assessed the quality of training as very good or good. Moreover, 25% of the respondents assessed the training as average, while 15% of the people assessed the training as poor or very poor. This result indicates the general satisfaction of employees with the training conducted in the companies. However, there is room for improvement in training programs in order to achieve the satisfaction of all employees. In the last question from this thematic scope, as many as 85% of the employees (122 people) confirmed having access to information materials, such as leaflets, posters, instructions, and films that promote safety rules.

The next group of questions concerned the involvement of management; the questions focused on assessing the extent to which the management staff is involved in promoting and supporting the company’s safety culture and how often they organize meetings on this topic. The respondents’ answers to the question about the frequency of management participation in safety-related training (Figure 5) were as follows: 45% of the people believe that management takes an active part in training, 30% of the respondents believe that management does it regularly, while 15% of the respondents believe that management rarely takes part in training, and 10% of the respondents claim that they do not do it at all. The presented results suggest that not all management staff in enterprises are involved in the development of safety in the same way.

The next question is whether management promotes occupational safety. The response here was positive—60% of the respondents answered “yes” or “definitely yes”, which shows that employees trust the safety promotion activities carried out by managers. However, 25% of the respondents answered “don’t know”, which may indicate that these activities are not sufficiently visible and communicated. The remaining 15% of the answers were negative (“no” or “definitely no”), which indicates the need for greater transparency in promoting safety initiatives. The last question in this section concerned the frequency of safety meetings (Figure 6). The results showed that 40% of the employees indicated that meetings were held quarterly, which is a relatively frequent cycle, allowing for regular updates and the exchange of opinions. A total of 25% of the respondents indicated that these meetings were held monthly, which indicates a particularly strong emphasis on safety issues in some companies. A total of 20% indicated annual meetings, and 15% admitted that safety meetings were held less than once a year. This suggests a varied approach to meeting frequency, which may result from different priorities and resources available for this purpose, depending on the organization.

The next group of questions concerns communication and cooperation in the area of safety. The research results are presented in Figure 7. A total of 65% of the respondents are satisfied with the communication in the company between different levels of management, including 40% of the respondents who assessed the communication as good and 25% of the respondents who assessed the communication as very good. On the other hand, 20% of the respondents assessed the communication as average, and 10% of the respondents as bad or very bad. The results indicate the possibility of improving the communication in the company, and it is worth paying attention to the possibility of direct contact with superiors.

When asked about the possibility of reporting safety concerns, 70% of the respondents admitted that they could do so “without fear”, which indicates a culture of openness to safety issues. However, 20% stated that they could report concerns, but with some fear, which may indicate barriers related to a lack of trust or fear of consequences. The remaining 10% admitted that they did not have the possibility to report concerns, which may indicate a lack of developed procedures or insufficient support. In terms of whether the organization encourages the reporting of incidents and accidents, the results were overwhelmingly positive—75% of the respondents answered “yes”, which shows that most organizations focus on transparency and learning from incidents to improve procedures. However, 25% of the employees answered negatively, which may suggest that some companies do not fully support open reporting. The last question in this section concerned the frequency of employee participation in safety meetings. A total of 30% of the respondents stated that they participate in them regularly, which indicates an active involvement in the subject of safety. A total of 35% of the participants participate in such meetings sporadically, which may be due to their intensive duties or less regular meeting schedule. A total of 20% of the employees indicated that they rarely participate in meetings, and 15% admitted that they never participate in them, which may indicate the need for greater mobilization or the development of more accessible forms of communication in this area.

In the area of questions about impressions and opinions, the questions were aimed at obtaining subjective opinions of the employees on changes in the area of safety, suggestions for improvements, and their assessments of the availability and use of protective equipment. In addition, the survey asked the employees about their experiences related to responding to emergency situations. In addition, a question was asked about changes in the area of safety in the past year, which allowed the employees to freely express their observations regarding the improvements introduced or difficulties encountered. The responses often emphasized the increase in the number of trainings, easier access to information materials, and updated protective equipment. However, there were also comments suggesting the need to improve rescue procedures. The proposed improvements in the area of safety culture included suggestions for more frequent training, the improved availability of information resources, and greater management involvement in safety matters. The employees also noted the importance of checking protective equipment more regularly and establishing clearer procedures for reporting incidents. When assessing the availability of protective equipment, 40% of the respondents rated it as “very good” and an additional 30% as “good”, indicating that the majority of the employees are satisfied with this issue. A total of 20% of the respondents decided that the availability was just “average” and 10% noted shortages or a poor quality of equipment, suggesting areas that could be improved in different departments or companies. When asked about the use of protective equipment, 55% of the employees stated that they always use it, which shows their strong commitment to safety. A total of 30% of the respondents often use it, while 15% rarely or never use it, which could be a potential risk to their safety. In terms of the response to emergencies, 40% of the respondents described their experiences as “positive” or “very positive”. A total of 35% had “neutral” experiences, suggesting that there is mixed satisfaction with the current emergency procedures. The remaining 25% had negative or very negative experiences, suggesting that there is a need for further improvements in the organization of emergency responses. This will help build employee trust and increase their sense of security. Figure 8 shows the results of the conducted research.

The next question area focused on employee involvement in security issues. A total of 20% of the respondents stated that they were “definitely involved” in security-related decision-making processes, while 40% expressed an involvement at the “yes” level, which means that 60% of the employees positively assess their influence on decisions in this area. However, 20% of the participants declared their lack of certainty, while the remaining 20% described their answer as negative or strongly negative. This may indicate that some employees do not feel fully involved in these processes. In the context of security activities, as many as 65% of the respondents actively participate in them, which indicates their high involvement and awareness in this field.

The next group of questions, on continuous improvement, examined how often the organization conducts an incident analysis and makes changes based on the analysis results. Half of the respondents confirmed that the company systematically conducts a security incident analysis, which indicates a high level of involvement in risk management. A total of 30% of the respondents said it happens “occasionally,” while 20% said it happens “rarely” or “never.” This suggests that incident analyses may be insufficient in some areas. A total of 70% of the employees noted that the organization actually implements changes based on analyses, which confirms its approach based on continuous improvement.

In the next group of questions, on sustainability and ecology, the employees were asked about the company’s actions regarding environmental protection. In open-ended responses, the employees provided suggestions for reducing waste, recycling programs, and optimizing energy consumption. Sixty percent of the respondents answered “yes” to the question about integrating the safety strategy with the environmental protection policy, indicating that most organizations are taking steps to ensure a coordinated approach to ensuring appropriate health care and environmental protection.

The next group of questions concerned the cooperation with stakeholders and focused on the regularity of cooperation with external partners and obtaining their opinions on the safety policy. Forty percent of the respondents noted that the company regularly engages with its stakeholders, while thirty-five percent selected “sometimes.” A small number of respondents noted that the organization rarely engages in such activities. Additionally, 55 percent of the employees noted that the company regularly collects feedback from stakeholders. This suggests a commitment to continuous improvement and aligning security strategies with the needs of external partners.

In the final section of the survey, the employees had the opportunity to share their observations and opinions regarding security within the company. Common suggestions in the open-ended questions included increasing the frequency of training, further developing the security infrastructure, and increasing the communication about company procedures and policies.

3.2. Questionnaire Interview

The interview questionnaire conducted with employees at various management levels in the field of safety culture in the company provided valuable results on challenges and best practices.

A problem was identified with the lack of funds or a significant budget reduction in companies, which prevents the introduction of modern technologies and increasing the frequency of training. During the interview, it was proposed to implement internal training conducted by employees with more experience or to establish cooperation with academic institutions in order to organize free training.

In addition, the employees drew attention to the difficulties associated with introducing changes in the company. Employees with more seniority are more reluctant to introduce changes, which can inhibit the development of good safety practices.

Another important problem in companies, which was pointed out by the employees, is the communication between management staff and employees at the lowest management level. Improving communication will have a positive impact on better understanding and the application of the safety policy by employees. Regular updating and reminders of safety procedures will have a positive impact on the accident rate and occupational diseases. The introduction of ICT tools for internal communication, e.g., mobile applications, can significantly improve access to information.

In addition, the employees indicated good practices that affect the sustainable development of a safety culture. An example is conducting regular safety audits in individual work areas. Such audits are conducted by company employees and allow for the identification of threats and the implementation of corrective actions. Another important practice used by the analyzed companies is strengthening internal communication by organizing cyclical meetings in which issues related to accidents at work are discussed. Such meetings support the active building of a safety culture and the promotion of safe behaviors. It is worth paying attention to motivational programs that increase employee involvement in safety activities. The introduction of a reward system significantly affects employee activity and involvement.

The results of the research on the conducted surveys and interviews with managers and safety leaders reveal key challenges related to shaping a safety culture, such as limited resources and insufficient communication. They also emphasize good practices, such as constant safety inspections and incentives for employees that promote their involvement. An integrated approach to ensuring safety, taking into account both organizational elements and the involvement of individuals, seems to be the key to effectively shaping a safety culture in enterprises.

4. Discussion

4.1. Strategic Recommendations for Implementing a Sustainable Safety Culture

The following are recommendations that were developed based on the survey results. In the era of shaping an economy based on knowledge and human capital, in which people are the most valuable assets, it is important to properly manage employees and create a safety culture that will provide the employer with a competent and committed team of employees. This can be achieved by constantly improving people management skills and increasing knowledge about shaping the working conditions of management staff. Therefore, employers should develop competences in the area of occupational safety in people in management positions and create conditions for acquiring practical skills in motivating and strengthening safe behaviors among subordinates. In particular, it is recommended to introduce motivational programs based on reward systems or recognizing the most committed people. The most important role of management staff is to cooperate with employees, as well as to create an atmosphere conducive to understanding and trust of management and co-workers, as well as between individual levels of management (e.g., between directors, managers, leaders, and external companies—technical service). In order for the company to develop properly in the area of safety management, the management staff must demonstrate a commitment to creating a safety culture through interest and concern for employee safety, compliance with labor law regulations, health and safety regulations and instructions, and treating safety issues on an equal footing with achieving the company’s economic effects. This can be achieved thanks to proper communication between people at all levels of management, in particular, information about changes taking place in the company, as well as admitting to making wrong decisions and taking corrective actions. Participatory management and the involvement of employees at all levels of management in the development of internal regulations, procedures, instructions, and standards in the area of shaping working conditions have a great impact on shaping the safety culture. It is recommended to implement pro-employee management, based on a hybrid structure of a safety culture that is balanced and engages employees at various levels of management.

Additionally, the employer should provide the management staff with coaching and mentoring support during the implementation of new technologies or modifications to existing job positions.

The level of safety culture in enterprises is developed through broadly understood activities in the sphere of education based on shaping awareness and safe attitudes among all employees of the enterprise. One way of shaping the safety culture is education focused on arousing a sense of personal responsibility for one’s own health and life, as well as for the health and life of other people, and on making them aware that each employee is responsible for and influences the state of safety in the enterprise. Moreover, enterprises are constantly changing, which forces the need to constantly raise the level of education and awareness of employees in the field of occupational safety, as well as to constantly expand professional competences (lifelong learning). Therefore, the employer is obliged to continuously improve professional qualifications, and expand the knowledge of people in working positions in the field of occupational safety. Regular training and meetings with management staff can support such activities. Education is a basic condition for shaping safety in enterprises, and its effectiveness depends on the selection of appropriate learning methods adapted to the absorption capacity of knowledge recipients. One of the main motives for adult learning is the desire to implement theoretical knowledge into practice, in order to better cope with the demands of real life. A key aspect of effective education is the ability of the trainer to engage participants and change their awareness, consisting in creating a sense of responsibility for every activity they perform and arousing the desire to shape a safety culture. Traditional training methods, including typical lectures, often become an ineffective solution, and the training materials created should take into account changes in the ways of teaching and thinking of young people entering the labor market. The adoption of innovative methods of education may be useful in the practice of adult education.

During employee training, it is proposed to use activation methods and methods based on modern forms of sharing knowledge. The Problem-Based Learning (PBL) method forces participants to actively seek a solution to a real problem while using the knowledge they already have. The extension of this method is Learning by Developing (LbD), which combines three areas: research and development, teaching, and cooperation with management and the employer. During the training, all participants are equal partners and jointly solve a problem from the professional life of a given company, and cooperation is perceived as an opportunity to improve the competences of all participants. What is more, after the training, the jointly developed conclusions and recommendations are implemented in the company. Among the training methods that are worth using is tutoring, a tool for so-called personalized education, based on the master–student relationship. An important element that activates training participants to effectively acquire knowledge is the use of new Internet technologies. E-learning is based on online training, while a variety of remote learning is blended learning, i.e., an integrated method of education, combining traditional learning methods (direct contact with the instructor) with activities conducted remotely using a computer (e-learning). Currently, the mobile learning method is increasingly being used, i.e., distance training using portable, wireless equipment. It is worth emphasizing that mobile learning creates new ways of learning and new teaching possibilities. One of the possibilities of using mobile learning is to periodically send employees so-called knowledge pills on work safety in the form of an e-mail or text message, the so-called “safety message”. A knowledge pill can be an excellent supplement to training, as a reminder about the most important elements and the most important knowledge acquired during training, and can also remind employees about safety rules without discussing them in detail and showing examples.

An important element of innovation in the context of conducting training is the use of games that increase the involvement, efficiency, and positive attitude of participants. Thanks to the use of interactive computer games with VR elements [65,66,67], presentations of accident reconstructions, board games, and solving problematic situations using the brainstorming method, participants can develop specific skills and shape the desired safe behaviors (habits), which will be performed based on unconscious memory.

One of the indicators that determines the level of safety culture in an enterprise is the identification of near-miss incidents by employees. These incidents define undesirable incidents that occurred in connection with the work performed, but did not cause an employee’s injury. Therefore, it can be stated that the more near-miss incidents are recorded, the higher the level of safety culture in the enterprise. It is recommended to develop such a mechanism for reporting near-miss incidents in the enterprise, so that the reporting person is a production employee, directly exposed to the occurrence of such an event. Otherwise, the behavior in the enterprise may lead to pathology consisting of the uneven involvement of employees in shaping safe behaviors, resulting from the fact that training is mainly directed at management staff, and not at employees directly exposed to the threat. During this research, the occurrence of the phenomenon of the uneven intensification of training of management staff and lowest-level employees was observed, due to which their awareness and statistics of near-miss reports were diagnosed as the lowest. A high level of safety culture is a sense of responsibility for the overall safety in the company by all employees through taking action and supporting those interested in this area. In companies, the level of safety culture should be continuously examined, and thus, areas that should be covered by corrective actions and which should become the subject of training to raise the level of safety culture should be identified.

Incorrect somatic relations physically burden the employee and extend the time of performing work tasks, which causes a decrease in the efficiency of the production process. One way to improve working conditions is to conduct audits at the workplace and implement corrective actions. Due to the fact that conducting audits in a traditional way is a serious time burden, as is preparing subsequent reports, the manager of the audited area learns about non-conformities and possible hazards in the workplace after a longer period, during which these non-conformities have managed to be removed regardless of the audit report result. It is recommended to automate this process by using available supporting applications. An example of such an application is “iAuditor by SafetyCulture”, which is widely available as part of the functionality of standard mobile devices, such as smartphones or tablets. Thanks to such an application, the auditor reports all non-conformities and documents them using short descriptions and photos taken with a camera built into the mobile device. The application presented above automatically generates a report after the audit is completed and sends it to the e-mail address of the area manager. This method of conducting an audit creates the possibility of the immediate implementation of corrective actions in the event of unsafe working conditions, threats, and/or unsafe behaviors and employees, thanks to receiving results immediately, and identifying with them more. Additionally, conducting a joint assessment of the working conditions of the management staff with employees is an exchange of knowledge and professional experience. People most closely associated with the job position can identify the factors that determine improper somatic relations the fastest, and the management staff has the necessary knowledge in the field of shaping working conditions. Moreover, support for employees by managers increases their motivation to report improvement actions, which can be implemented in the company at a later stage, in order to improve the safety and efficiency of the production process. Regularly conducting safety audits helps develop the habit of self-discipline. Schedules should be developed, and people should be designated to conduct audits in individual areas, with the simultaneous organization of training in this area for all employees.

The continuous monitoring of working conditions enables both the current and periodic monitoring of the safety status in the enterprise, which allows for the early identification of threats and rapid response of management staff to eliminate non-compliance. Consequently, such behavior reduces occupational risk and improves the efficiency of the production process. The monitoring of working conditions should be carried out in many aspects by conducting ergonomic analyses, assessing the efficiency of work processes, and examining employee behavior patterns. An example of a supporting solution may be the use of the Motion Capture system. However, it should be noted that the proposed system in the enterprise can be used temporarily, i.e., for training a newly hired employee or as a check to verify the correctness of the behavior pattern in the case of an employee with professional experience.

Safety management in the food industry requires an integrated approach that takes into account various aspects of organizational culture and the specificity of the activity. Key are the involvement of management, improvement of training processes, development of internal communication, implementation of feedback mechanisms, and use of modern technologies.

Managing safety in the food industry requires an integrated approach that takes into account various aspects of organizational culture and the specifics of the business. Key are the involvement of management, improvement of training processes, development of internal communication, implementation of feedback mechanisms, and use of modern technologies.

4.2. Long-Term Effects of Implementing a Sustainable Safety Culture

In this section, the impact of the previously presented recommendations on operational performance, employee morale, and company reputation is described, highlighting the importance of these activities in the context of building a sustainable safety culture.

One of the visible effects of introducing a sustainable safety culture is a significant reduction in the number of accidents at work and occupational diseases, as well as safety-related incidents. Studies have shown that companies that have successfully implemented training programs have seen a 30–40% reduction in the number of accidents compared to before the changes were introduced [68]. Fewer accidents lead to improved working conditions, but also to reduced costs related to paying sick leave and compensation, which can result in savings of several million dollars per year [69].

After introducing a sustainable safety culture, companies report higher efficiency rates in their work processes. Employees who feel safe and motivated at work are more engaged in performing work tasks [70]. Examples include reduced downtime related to production line retooling, better work organization, and more efficient management of work processes. These effects are confirmed by numerous studies that indicate a direct link between the safety culture and the efficiency of work processes [71].

A sustainable safety culture has a significant impact on employee morale. When employees feel that their employer cares about their safety, their job satisfaction and commitment to work increase [67]. Regular training gives employees the feeling that they have a real impact on safety policies, which results in greater loyalty and lower employee turnover. Studies show that companies with a strong safety culture have 50% lower turnover rates [67], which also has an impact on the company’s financial results.

Companies that are involved in the sustainable development of a safety culture gain from a positive image related to caring for the safety and health of their employees. This influences consumer purchasing decisions, which, in the long term, can contribute to increased sales and customer loyalty [72]. Examples of such companies include Unilever and Nestlé, which have built their image on the foundations of safety, showing how a sustainable culture can translate into financial success [73].

One of the biggest challenges in implementing a sustainable safety culture is maintaining employee engagement over time. Over time, enthusiasm for new initiatives can wane [74]. To prevent this, companies should regularly update training programs, involve employees in updating safety policies, and organize regular events to promote a safety culture. Examples include regular safety days that engage employees at all levels of management [75].

In every organization, there can be a resistance to change, which can be an obstacle to implementing a sustainable safety culture [76]. It is crucial that management actively communicates the benefits of these changes and involves employees in the decision-making processes. Leaders should become role models for a safety culture, to build trust and motivation among the team [77]. Introducing mentoring programs and leadership training can be an effective strategy to deal with resistance [78].

Investments in a safety culture bring long-term financial benefits. Reducing accidents leads to lower costs related to insurance, compensation, and production interruptions [79]. Companies that actively promote safety can also obtain more favorable insurance conditions, which is an additional incentive to invest in a safety culture [80].

A sustainable safety culture is becoming an important factor in market competitiveness. Companies that are perceived as caring for their employees and their safety gain a competitive advantage. Customers are increasingly looking for business partners who demonstrate social responsibility, which can affect long-term financial results [81]. Increased competitiveness related to safety not only attracts new customers, but also improves relationships with existing partners.

The long-term effects of implementing a sustainable safety culture in the food industry are multi-faceted and bring benefits to both employees and companies. Reducing the number of accidents, increasing employee satisfaction, and a positive company image are just some of the measurable results. However, companies must be aware of the potential challenges and actively take action to overcome them. In the following sections, we will focus on strategies for monitoring progress and best practices that can support long-term success in building a culture of safety.

4.3. Impact of a Sustainable Safety Culture on Company Efficiency and Employee Morale in the Food Industry

The results of the conducted research on the sustainable safety culture in manufacturing companies from the food industry provide important information on the current status and practices in the field of safety in two studied companies: Company A, producing confectionery products, and Company B, specializing in meat processing. The qualitative and quantitative analyses indicate several key trends, challenges, and best practices that shape the safety culture in both organizations, which allows for the formulation of conclusions regarding the effectiveness of the implemented strategies.

One of the most positive results of the study is the high level of employee awareness of safety principles, amounting to 80%. This result confirms the effectiveness of internal communication in companies and shows that the safety policy has been properly implemented. The literature emphasizes that clear and accessible information on the safety policy is crucial for the effective implementation of safety culture in organizations [82,83]. Employee awareness is a significant factor influencing their safety behaviors, as well as reducing the number of accidents at work [84,85,86]. However, 25% of the respondents stated that they were not fully confident about the actions taken by management, which suggests the need to improve the transparency of communication. A low confidence in management actions can lead to employee discouragement, as emphasized by the research of Schwatka et al. [87], indicating the importance of trust in safety culture.

The results also indicate a regular training system, which includes 35% of the employees participating in training every quarter. This approach responds to the conclusions of Passmore et al. [88], who emphasize the importance of continuous education in the area of safety. Training is a key element in building a safety culture, as it allows employees to acquire the necessary skills and knowledge, and its regularity affects the maintenance of a high level of awareness [48]. However, only 20% of the employees rated the training as “very good”, which suggests that training programs can be optimized to better match employee expectations. Studies indicate that the adequacy and quality of training are crucial for their effectiveness [83,89]. It is therefore worth considering the use of more interactive training methods, such as simulations or practical workshops, which can increase employee engagement.

The issue of management involvement in promoting a safety culture was also examined. The results showed that only 30% of the employees rated the regularity of management participation in training as high. According to the literature, there is a strong correlation between management involvement and the effectiveness of safety activities [90]. It is worth noting that leaders who actively participate in training and are visible in safety-related activities contribute to building a positive organizational climate and strengthen the sense of responsibility among employees [91,92]. Identified gaps in management commitment may indicate a need for greater leadership initiative and the implementation of strategies that increase their presence and visibility in the safety area. This may include regular safety meetings, as well as increasing the number of activities that promote a safety culture, such as awareness campaigns or safety days.

The analysis of the quality of internal communication reveals mixed opinions, with 40% of the employees rating it as “good”. Despite the overall positive feedback, 10% of the respondents rated communication as “poor” or “very poor”, suggesting that improvement is needed. According to the research by Bouma et al. [93], effective safety communication is essential to create a culture in which employees feel comfortable reporting concerns. A poor quality of communication can limit the effectiveness of preventive actions and affect employee morale. It is important to establish clear communication channels that allow employees to report issues without fear of repercussions. The data show that 70% of the employees feel able to report safety concerns “without fear”. This is a positive sign; however, 20% of the respondents stated that they report concerns, but with some fear, which may indicate that there are barriers to trust and openness. Promoting a culture of openness and building trust in the organization is crucial for effective safety management [94]. It is worth considering introducing anonymous systems for reporting concerns, which can help build trust and increase the number of incidents reported.

The identified challenges, such as a lack of resources, budget constraints, and the organizational culture, can significantly affect the implementation of a sustainable safety culture. Modern enterprises often struggle with difficulties in allocating appropriate funds for safety-related activities, which in the long term can lead to an increased risk of incidents. The literature emphasizes the importance of continuous improvement and the involvement of all employees in safety-related processes [95]. In order to build a sustainable safety culture, it is necessary to create long-term strategies that take into account both employee needs and organizational requirements.

The research presented here has some limitations, as it was conducted in two food companies from one region of Poland, making it impossible to generalize the results to other industries or regions. Moreover, the research was conducted once, which means that changes over time were not taken into account. In addition, the qualitative data were analyzed manually, which could have caused potential errors in the interpretation of the research results.

To sum up, the research results show positive aspects and areas requiring improvement in the scope of a sustainable safety culture in the surveyed enterprises. The implementation of the recommended actions, including increasing management involvement and improving internal communication, can contribute to further strengthening the safety culture. It is crucial that organizations not only respond to issues as they arise, but also proactively strive to create an environment where safety becomes a priority, which is essential to ensuring the safety of workers in the food industry.

5. Conclusions

The research presented in this article complements existing studies by providing empirical evidence of the effectiveness of specific practices, such as regular training and feedback mechanisms. The findings indicate which activities are effective in the context of different manufacturing companies, adding value to theoretical articles. In addition, they highlight the importance of proactive measures that include the introduction of innovative training programs, feedback mechanisms, and progress-monitoring systems. The implementation of these solutions leads to a significant reduction in accidents and increased operational efficiency, which translates into improved employee morale and a positive company image.

In the context of implementing the recommendations, specific cases of companies that have successfully introduced innovative approaches to safety culture are presented. The analysis of their experiences indicates the benefits of the active involvement of employees and management in creating safety policies. Long-term effects, such as financial savings and increased competitiveness, confirm that a sustainable safety culture is an investment that brings measurable results.

It also emphasizes the importance of monitoring progress and evaluating safety activities. The introduction of appropriate performance indicators and regular audits allows for the ongoing assessment of the effectiveness of the actions taken and their adaptation to the changing needs of the organization. Cooperation between employees and management and building trust are key to long-term success in the field of safety culture.

In conclusion, this article indicates that a sustainable safety culture in the food industry not only protects the health and lives of employees, but also supports the development of the organization, contributing to the improvement of its efficiency and reputation on the market. Investments in safety are essential for creating innovative and resilient enterprises that can meet the challenges of the modern market.