Beyond Compliance: How Occupational Health and Safety (OHS) Builds Healthier, Safer Workplaces

Occupational Health and Safety (OHS) has long stood for more than compliance. At its core, it’s about cultivating workplaces where people feel safe, supported, and empowered to do their best work. Increasingly, organizations are recognizing that a strong safety culture isn’t just a regulatory requirement – it’s a strategic advantage that enhances well-being, morale, and retention across every level of the workforce.

This broader understanding of OHS is reshaping both industry and education. As the conversation evolves, leaders are reimagining safety as an integral part of organizational health and performance – not a checklist, but a shared value. At Toronto Metropolitan University’s Chang School of Continuing Education, this perspective informs the design of its Occupational Health and Safety certificate programs, which prepare professionals to lead with both technical expertise and human insight.

To explore how OHS is evolving in practice, we spoke with Chun-Yip Hon, Academic Coordinator at The Chang School and Graduate Program Director, School of Occupational and Public Health at TMU, and Janet Holt, vice-president of health and safety at a public utility and a graduate of the Occupational Health and Safety certificate. Together, they reflect on what it means to create safer, healthier workplaces in today’s rapidly changing world — and how education, leadership, and culture must align to sustain this progress.

From Regulations to Culture

Historically, OHS professionals focused on regulations: ensuring compliance with provincial and federal standards, investigating incidents, and keeping workplaces legally sound. But as Chun explains, research shows that companies that prioritize safety go far beyond this minimum baseline – and they reap tangible benefits.

 

 

He added that they tend to have fewer workplace accidents and injuries, and when incidents do occur, the severity is less.

“This builds employee confidence that they can go to work and come home in the same condition. That sense of security improves morale and helps with retention,” says Chun.

For employees, knowing that safety is valued not only reduces physical risk but also contributes to a stronger sense of belonging and engagement. When people feel safe, supported, and respected, they are more likely to stay and thrive in their roles.

Janet echoes this point from an industry perspective: “It is essential that we are balancing compliance with a genuine culture of care because of the unforgiving nature of the work that we do.

“We are trying to embed it into our culture and how we do our daily work through operational discipline – doing the right thing, the right way, every time. We do not want compliance to become a checklist. We are constantly talking about safety and it is woven into our daily activities such as job planning and tailboard conversations.”

Janet adds that her workplace has weekly communication on Monday mornings that is dedicated to safety updates to start the week off. Psychological safety is also very important to establish so that employees feel safe to speak up about concerns, mistakes or near misses.

“It is critical that we have this openness,” she says.

A Broader Definition of Health and Safety

Safety culture today goes beyond hard hats and hazard signs. Forward-thinking organizations are implementing comprehensive health and safety management programs that extend to mental health, wellness, and work-life balance.

Chun highlights this shift: “The best companies in terms of performance have comprehensive programs. It’s not just preventing accidents like falls or machine injuries. It includes routine training, annual health and safety check-ins, and strong benefits programs – things like mental health supports, physical health maintenance, even subsidized gym memberships.

“Flexibility is also key: allowing time off to care for family or attend medical appointments. All of these are part of a big-picture approach that supports overall well-being.”

This holistic view positions OHS as a driver of retention and engagement. Employees are not only less likely to be injured – they are more likely to feel valued as people, not just workers.

Janet’s workplace has taken similar steps in recent years.

“When employees feel that they are safe and working for an organization that values safety, they are more engaged and committed to the organization. At our company, our employees are very proud of the work they do and for helping our customers.

“We also need to demonstrate that we value safety through our daily actions so employees feel heard and supported. We also value public safety and ensuring that the communities that we live and work in are safe.”

Preparing Future OHS Leaders

This expanded vision of OHS requires a new kind of professional – one who can integrate safety into broader organizational goals. At The Chang School, learners progress from the foundational OHS certificate into advanced options such as the Occupational Health and Safety Leadership or Advanced Safety Management certificates.

“When you go on to the higher-level certificates, you learn about leadership and how to integrate health and safety with day-to-day operations,” Chun explains. “For example, embedding safe practices directly into standard operating procedures. That shows employees that safety isn’t an afterthought – it’s built into how the organization functions.”

For those transitioning into the field, the foundational certificate provides essential grounding. For professionals aiming to lead or move into management, advanced programs offer specialized courses such as OHS Leadership and Ethics, helping learners develop the strategic and leadership skills employers value.

The Human Skills Employers Want

While technical expertise is essential, Chun emphasizes that employers increasingly seek OHS professionals with strong soft skills.

“We can assume graduates have the technical knowledge,” Chun says. “But employers are also looking for communication – being able to explain complex safety principles in plain language. They want professionals who can work as part of a team, think critically to solve workplace-specific issues, and manage their time effectively. In OHS, every department has different needs, and you often have to shift focus quickly while still getting the message across clearly.”

In practice, that might mean translating regulatory jargon into actionable insights for a warehouse supervisor, or facilitating sensitive conversations about mental health accommodations. These skills are critical to building trust and collaboration across an organization.

Janet adds that safety is no longer about just rules, but also about relationships, resilience, and relevance.

“It is important to have technical expertise, but it is even more important to have strong people leadership skills,” she says. “Safety is very personal, and it affects people’s lives and their families' lives if they are injured at work. You need to lead with empathy and caring. It is important to listen and to have open dialogue so you can understand the realities of the work being done in the field and what the challenges are. You also need to build trust and be visible to employees.”

Looking Ahead: AI, Data, and Proactive Safety

What’s next for OHS? Chun sees both opportunities and uncertainties as technology reshapes workplaces.

“AI is probably one of the biggest issues affecting all workplaces, not just OHS. We may see fewer people in some roles as tasks are automated.

“But AI also offers advantages: wearable tech to monitor workers, predictive analytics to identify risks, and incident data analysis to plan preventive measures. If organizations use AI strategically, it could help them be proactive rather than reactive about safety.”

This vision points to a future where OHS professionals are not just regulators but strategists, using data and emerging tools to design safer, healthier, more productive workplaces.

Janet’s workplace is already exploring similar opportunities.

“We are constantly trying to improve health and safety, and this is something that we will never stop doing. We are leveraging technology and AI to enhance our reporting and data analytics; we are ensuring that our employees have the right equipment and tools and PPE to do their job.

“We are enhancing our training programs and trades mentorship programs and ensuring that we are supporting our front line leaders. We are working to create a culture where leadership and employees are engaged and demonstrate safety as a core value.”

She adds that her workplace is also embedding resilience and safety into daily operations through proactive hazard identification and risk management as well as enhancing its communications to keep employees informed, engaged and safe.

A New Era for OHS

Occupational health and safety has always been about protecting workers. But in today’s workplaces, it’s also about supporting them holistically – physically, mentally, and culturally. From comprehensive wellness programs to leadership-driven safety cultures, OHS is central to employee retention, morale, and organizational success.

By combining academic insight with industry practice, The Chang School’s OHS programs and employers like Janet’s are shaping a new era of OHS leadership – one that sees people as the foundation of safety.

Ready to lead in this evolving field? Explore The Chang School’s Occupational Health and Safety certificate programs, including pathways in Advanced Safety Management and OHS Leadership, and take the next step toward building healthier, safe workplaces.