Advancing Safety Through Total Well-Being: Practical Tips and Ideas for Utility Leaders

Over the past 50 years, the electric utility industry has developed and implemented robust engineering controls, detailed work procedures and focused training to reduce injury and fatality rates among workers. However, the total well-being of the worker is another critical safety factor that utility organizations often don’t address.

Well-being encompasses physical health as well as mental, emotional and social dimensions that can significantly influence an individual’s capacity to make sound decisions, maintain situational awareness and successfully mitigate risks. Workers bring their whole selves to the job, which includes their stress, fatigue and other personal challenges. We leave serious gaps in our safety systems when we fail to account for these human factors.

The previous article I wrote for Incident Prevention provided an overview of total well-being and its impact on the workplace (see https://incident-prevention.com/blog/making-the-safety-connection-the-impact-of-total-well-being-in-the-workplace/). This follow-up article offers practical tips, ideas and other information to help leaders integrate well-being into their organizational safety culture. When workers are holistically supported, they are better protected from harm, more engaged and productive, and more likely to thrive. It is time for our industry to move beyond the traditional definition of safety by recognizing total well-being as a core component of risk management.

Start with the person.
Most safety systems are built around physical safeguards, policies, procedures and personal protective equipment. Workers are trained to adapt to these systems. But even the most advanced tools and well-written procedures can fail if the worker employing them is fatigued, stressed or distracted.

Organizational leaders must recognize the human at the center of the safety system and understand that risk increases when workers feel mentally, emotionally or otherwise unbalanced. Strive to foster an environment in which workers (1) understand the connection between their well-being and their ability to work safely and (2) feel safe to speak up when they are struggling.

Tip: Well-being should be viewed as a responsibility shared among workers and leadership, not an individual burden.

Idea: Introduce workers to anonymous self-assessment tools that prompt them to consider questions such as, “Did I sleep enough last night?” or “Am I feeling mentally focused today?” When integrated into daily routines, these and other simple reflection exercises can spur important conversations and proactive safety decisions.

Conduct well-being check-ins during job briefings.
Every job must begin with a safety briefing, which is an ideal time to address not just physical risks but overall human readiness. In organizations with strong safety systems, leaders inquire about the physical, emotional and mental wellness of employees, especially in high-risk or repetitive work environments. For example, a job briefing form could include a prompt such as, “Have you had enough rest to do this task safely?” or “Are there any personal distractions you need support with today?”

Tip: Begin job briefings with a short mindfulness practice. A two-minute breathing or focus exercise can reduce anxiety, improve awareness and reset attention before work begins.

Idea: Launch “Mindful Minutes” during morning meetings. Invite workers to collectively pause and assess their stress levels and mental clarity. This reinforces psychological readiness as a part of doing the job well.

Treat well-being as a core part of safety programs.
Traditional safety programs often focus on external threats like machinery, voltages and confined spaces while downplaying internal threats such as sleep issues, unmanaged stress and poor nutrition. But expanding safety training to include human factors is necessary, not just progressive. Consider the way hydration is discussed on a hot summer day. Most workers understand that they must drink water to rehydrate themselves when they are sweating. But do they fully understand why hydration is so important in terms of their job performance?

Tip: Don’t stop at “Drink water on hot days.” Teach employees how dehydration affects muscle performance, cognitive function and emotional regulation.

Idea: Set up a hydration station stocked with low-sugar, high-electrolyte beverage options. Include a visual handout explaining how energy drinks and dehydration can impact concentration and reaction time on the job.

Provide accessible resources for total well-being.
Numerous companies offer well-being resources (e.g., employee assistance programs, apps, health benefits), but they can be misunderstood and underutilized.

Tip: Regularly talk to workers about well-being in the context of safety. Ensure they are aware of the support available to them and how to access it. Post employee assistance program information in break rooms, locker rooms and job trailers.

Idea: Post clear signage on vending machines and in cafeterias that identifies healthy food and drink options. Highlight how good nutrition affects energy levels, alertness and injury prevention.

Foster a culture of psychological safety.
One hallmark of a high-reliability organization is a working environment in which employees feel safe to speak up about risks, mistakes and their own well-being. Creating this environment begins with leadership.

Tip: Normalize conversations about stress, fatigue and emotional well-being. Train frontline leaders to recognize invisible hazards, such as mood changes, burnout and disengagement. Provide clear referral pathways for mental health and peer support resources.

Idea: Host “State of Mind” check-ins during weekly staff meetings. In five to seven minutes, a leader can share a personal well-being insight or challenge, then invite brief team reflections. These short exchanges help to build trust, reduce stigma and create a psychologically safe environment.

Tailor efforts to a multigenerational workforce.
Organizational well-being programs should resonate across all age groups, career stages and cultural backgrounds. What motivates a 25-year-old new-hire may differ from what motivates a 55-year-old lineman with three decades of experience. For example, younger employees often seek support for mental health, physical fitness and lifestyle balance. Older employees may prioritize joint health, mobility and chronic disease management.

Tip: Avoid one-size-fits-all programs. Offer flexible options, from digital wellness challenges to ergonomic assessments and tailored support groups.

Idea: Launch inclusive movement challenges that track daily steps or minutes of physical activity, measured by engagement, not weight loss. This keeps the focus on health rather than appearance or age.

Conclusion
As utility industry tools and technologies continue to evolve, we must not leave behind the people who keep the systems running. Workers are not just operators of equipment or followers of procedures. They are human beings navigating real lives, complete with personal challenges, stress and fluctuating energy levels. When company leaders understand this and embrace whole-person wellness as part of their safety strategy, they move beyond compliance into the realm of cultural transformation. The return on this investment isn’t just fewer incidents. The workforce becomes healthier and more focused, resilient, productive and committed.

Let’s stop expecting workers to leave their personal lives at the gate. That is an unrealistic expectation. Instead, let’s build systems that acknowledge, support and empower the whole person. In doing so, we won’t just send our employees home the same way they arrived – we’ll send them home even better.

About the Author: Summer Rae is a speaker and culture coach with more than a decade of experience developing and implementing comprehensive safety strategies. She specializes in transforming safety culture using a people-first approach. Native to Mississippi, Summer Rae currently resides in Costa Rica. Reach her at summerrae2024@gmail.com or via WhatsApp at +1-228-297-7447.