Page 38 - OHS, April/May 2025

W O R K P L A C E S A F E T Y T E C H N O L O G Y
Reframing Safety Technology
Expanding the role of safety professionals in a tech-enabled world.
BY CAM STEVENS
oft en think of digital management systems designed
W hen people hear the term “safety technology,” they
to capture hazards, incident reports and compli-
ance data. While these tools play an important role
in workplace safety, they represent only a fraction of the broader
spectrum of technologies that shape the design, experience, and risk
profi le of work.
“Safety technology” isn’t just soft ware. It includes everything
from simple mechanical tools—such as a trolley that reduces man-
ual handling risks—to complex artifi cial intelligence systems that
analyze CCTV footage for hazardous zone management. A paper
checklist, an ergonomic chair, a wearable sensor, or an autono-
mous drone are all forms of safety technology.
For safety professionals, understanding technology through
this expanded lens is a skill. It empowers us to step into a more
strategic role; one that infl uences the adoption of responsible and
eff ective innovations rather than reacting to them.
Th e challenge isn’t selecting the latest innovations to trial; it’s
clearly defi ning the problem you’re trying to solve and identifying
the right combination of tools that align with your organization’s
readiness, resources, and goals.
The Problem with the Current View of Safety Technology
One of the biggest misconceptions about workplace safety technolo-
gy is that it primarily revolves around digital systems for compliance
and incident tracking. Th is narrow view creates several challenges:
Overwhelming choice—Safety professionals are bombarded
with emerging technologies and fl ashy marketing claims and “AI
snake oil”, making it diffi cult to determine which innovations truly
enhance safety.
Lack of role clarity—Many safety professionals are oft en ex-
cluded from workplace technology procurement or digital trans-
formation discussions, even though their expertise is critical to
evaluating risks and benefi ts.
Failure to defi ne high-value use cases—Without clearly defi n-
ing the health and safety problems that technology is designed to
be solving, organizations risk implementing tools that create more
risk, frustration, and administrative burden.
Technology has always been a double-edged sword—espe-
cially in safety. Industry 4.0 technologies have the potential to im-
prove safety, effi ciency, and risk management, but success depends
on how and why organizations adopt it. Too oft en, technology is
introduced not to support workers, but to monitor them—fueling
distrust, resistance, and even new risks.
Instead of focusing on enhancing safety, improving conditions,
and reducing harm, some leaders view technology as a surveillance
tool—tracking worker movements, monitoring compliance in pu-
nitive ways, and using data to penalize rather than protect. Th is
“Big Brother” approach erodes trust and undermines the very goal
of safety innovation.
Modern safety leaders must explore these key levers for respon-
sible safety innovation:
Trust—If workers don’t trust the technology, or the leaders
implementing it, they won’t engage with it. A safety technology
strategy should empower workers, not make them feel watched,
judged, or controlled. When technology is used for surveillance
rather than genuine safety improvements, it creates fear, resent-
ment, and avoidance behaviors.
Motivation—If the problem isn’t clearly defi ned, technology
won’t solve it. When safety tech is introduced without clear align-
ment to risk reduction or worker wellbeing, it quickly becomes a
box-ticking exercise—or worse, a tool for blame. Instead of asking,
“How do we track everything workers are doing?” leaders should
ask, “How can we use technology to make work safer, healthier,
and more human-centered?”
Strategic Application—If the right technology is applied to the
wrong problem, it can create new risks instead of mitigating them.
A prime example is AI-powered monitoring systems that detect
“noncompliance” but fail to address the underlying systemic issues
causing “risky behaviors.” Similarly, excessive tracking of worker
movement may fl ag individual nuances without improving the de-
sign of work to eliminate hazards in the fi rst place.
Technology should serve people, not police them. Th e moment
it becomes more about monitoring than support, it stops being a
safety tool and starts being a control mechanism. If we want safety
technology to truly work, we must redefi ne its purpose—moving
from compliance-focused tracking to proactive, worker-centered
safety solutions.
Reframing Safety Technology:
Humans + Technology = Better Together
To navigate the future with confi dence, safety professionals must
broaden their defi nition of safety technology—considering how
tools, systems, and processes contribute to the design, experience,
and safety of work.
Th is reframing means:
Viewing technology as an enabler of safety and performance,
not just a compliance tool—Safety technology should enhance
decision-making, reduce exposure to hazards, and improve worker
wellbeing—not just digitize paperwork.
Recognizing that not all technology is digital—Mechanical,
electrical, and physical tools are just as important in improving
safety as AI-driven analytics and automation. Celebrate this.
Focusing on meaningful, ethical innovation—Instead of
adopting technology for technology’s sake, safety professionals
should ensure that new tools address actual workplace challenges
and align with human needs.
By shift ing perspectives, safety professionals can take a proac-
tive role in shaping how technology is used in their organizations.
Rather than being passive recipients of new tools, they can lead the
conversation about what solutions make sense, why they matter,
and how they should be implemented.
36 Occupational Health & Safety | APRIL/MAY 2025 www.ohsonline.com