The distillery industry is ricsh with tradition yet equally defined by high-risk environments and strict operational demands. Working with flammable materials, heavy machinery and pressurized systems means safety isn’t optional — it’s critical. But embedding safety into the culture takes more than procedures and compliance. It takes persistence, transparency, and, most challenging of all, alignment across all levels of the organization.
Creating meaningful change in safety within such a setting often comes with resistance —especially when that change disrupts habits or demands additional accountability. One of the biggest hurdles has been engaging leadership and securing their consistent support. Without visible, active commitment from managers and supervisors, even the strongest safety strategies can fall flat.
Despite this roadblock, meaningful progress has been made — driven by a genuine passion for protecting people and a refusal to accept silence or disengagement as the norm.
Safety Requires More Than Policy: It Requires Participation
In many distillery settings, safety training is treated as a formality — checkbox learning, passed down by policy rather than built through participation. Early on, it became clear that this approach wasn’t enough. Workers were disengaged, and leaders were often unaware of the disconnect. There was a clear need for a shift, not just in process, but in mindset.
That shift began with structure. A foundation had to be built that encouraged communication, made safety more visible and gave employees of all levels a sense of ownership. But to do that effectively, leadership buy-in was essential — and not always easy to obtain.
Many efforts were initially met with hesitation. Time constraints, production demands and the perception that “things have worked fine so far” slowed momentum. In response, the strategy became one of consistency: show up, deliver results and keep the conversation going.
Building a Transparent Safety Framework
To combat disengagement and strengthen accountability, several key initiatives were implemented — each focused on visibility, communication and inclusiveness.
- Monthly operations safety committee: This cross-functional group includes representatives from every area of the operation and is designed to create a collaborative environment for identifying hazards, reviewing incidents and proposing improvements. Over time, participation from front-line team members has grown — but consistent leadership attendance remains a work in progress. Still, the committee presses forward, documenting all discussions and outcomes.
- Monthly safety newsletter: To keep communication open and consistent, a monthly newsletter was launched. It includes updates from the safety committee, seasonal safety tips, upcoming training topics and follow-ups on previous incidents or concerns. The goal is transparency —ensuring that every employee understands what’s being addressed and why.
- Physical safety notification center: Recognizing that not everyone checks email or attends every meeting, a dedicated physical notification center was established. This space houses the current month’s safety materials, committee meeting notes, policies, training bulletins and other relevant updates. It’s an open resource designed to keep safety information accessible and top-of-mind.
- Employee safety submission box: Perhaps one of the most empowering tools introduced has been the safety submission box. Employees can submit ideas, questions or concerns — anonymously if they choose. Each submission is reviewed and addressed. Just as importantly, responses and resulting actions are posted publicly on the safety board, creating a full-circle feedback system that reinforces employee value and follow-through.
Tailored Training for a Diverse Workforce
Distilleries bring together a wide variety of job roles — from blenders and bottlers to distillers, lab techs and warehouse teams. Each role carries its own risks and responsibilities. A standardized, one-size-fits-all training simply doesn’t meet the needs of such a workforce.
To drive better engagement and retention, training content was redesigned to match the unique needs of each role and experience level. For new hires, the focus is on hazard recognition and site-specific awareness. For veteran employees, the approach leans into scenario-based learning, policy updates and near-miss prevention. For maintenance staff, emphasis is placed on lockout/tagout (LOTO) procedures and confined space awareness during reactive tasks.
As training became more relevant and accessible, frontline buy-in increased. However, the challenge remained in securing that same level of commitment from some areas of leadership. The key lesson: Not everyone will get on board at the same time — but consistent, values-driven action creates undeniable results.
The Road Ahead: Persistence and People
Safety culture isn’t built overnight. And in a fast-paced, high-pressure environment like a distillery, it can often feel like safety is in direct competition with productivity. But the two are not mutually exclusive.
What’s been proven time and again is that safety doesn’t slow down operations — it supports them. Fewer incidents, better morale, and increased employee engagement all contribute to smoother, more efficient work.
The progress made so far is a testament to what’s possible when communication is prioritized and people feel empowered to participate. Even without full leadership alignment, visible, consistent efforts can shift the tide. Over time, leadership begins to see the results — in fewer incidents, clearer communication, and a more involved workforce.
Final Thoughts
Developing a culture of safety in a distillery is as much about patience and persistence as it is about policies and programs. The barriers — especially inconsistent leadership support — are real. But so are the wins. By creating accessible tools, opening communication channels, and staying committed to visibility and follow-through, a safer, more accountable work environment is not only achievable — it’s sustainable.
Safety is not a department or a position. It’s a shared value. And even when the road is difficult, it remains one of the most important investments any organization can make.
