Merger and acquisition events disrupt routines, and that disruption can be leveraged to create a stronger combined organization. Rather than preserving one company’s approach or defaulting to “this is the way we’ve always done it,” leaders can use the transition to reset expectations, unify standards, and co-create a more robust culture.

Some key actions for successful post-transaction safety integration include:

Facilitating joint leadership messaging on safety, including providing an accessible way for employees to ask questions.
Involving employees early in defining the new shared safety vision
Conducting a safety culture review across both companies, focusing on not just policy but, even more importantly, perception and behavior.
Implementing process changes that allow employees to properly adopt them, acting quickly on conflicts in procedures or standards to reduce and remove confusion
Recognizing and rewarding safe behaviors throughout the transition

In the potential chaos of a merger, employees may look for signals and direction. If safety isn’t visibly prioritized, it can quickly fade into the background. It’s important that C-level, operations, HR and safety teams act in sync so that employees receive consistent messaging and can perform their safety sensitive duties with peace of mind.

To help avoid backsliding, here are some useful tips:

Communicate the safety vision clearly and consistently
Reinforce that safety is a non-negotiable core value and is never to be compromised
Engage employees in shaping the culture (culture may be more likely to stick when people feel they had a hand in building it.)

Mergers and acquisitions are ultimately a combining of people, systems, and values. Whether you’re buying, selling or investing, treat safety and risk management as core elements of the transaction. When addressed early and intentionally, safety can help build trust, strengthen integration, and drive long-term value and success.