This study proposes a structured safety-cultural error control framework designed to reduce human error and improve safety performance in industrial organizations. Drawing on literature review, case study evidence, and empirical input from 202 HSE professionals across multiple industrial sectors in India, the research conceptualizes safety culture as an actively evolving system shaped by leadership behavior, organizational processes, and frontline engagement. The study develops an eight-stage model that progresses from denial of at-risk behaviors to continuous review and expert mentoring, integrating behavior-based safety principles, error management systems, and actively caring organizational values. Findings suggest that sustainable safety improvements depend on aligning executive commitment with employee ownership, strengthening communication channels, and embedding safety into daily operational practices rather than treating it as a compliance function. The proposed framework offers a practical and theoretical contribution to advancing organizational safety culture transformation and reducing industrial accidents and fatalities.
Lal et al. (Tue,) studied this question.