When it comes to workplace safety, most of us know it’s the right thing to do but convincing decision-makers to invest in it can be a challenge. Why? Because safety can be viewed as an expense rather than a long-term investment.
At Safety Made Simple, we believe safety is more than compliance—it’s a core business strategy that protects people and strengthens performance. If you’re tasked with justifying safety improvements, here’s how to build a compelling business case that speaks the language of leadership.
What Is a Business Case?
A business case is more than a presentation, it’s a strategic argument that outlines the why, how, and what behind an investment. Whether you’re proposing new equipment, safety software, or training programs, your business case should include:
- A clear definition of the safety problem
- Cost-benefit analysis and return on investment (ROI)
- Implementation plan and budget
- Time, resources, and maintenance requirements
- Consequences of inaction
- Comparison of alternative solutions
Overcome Common Barriers
Safety professionals often come from a place of doing what’s right. Leadership, on the other hand, may be focused on costs, ROI, and business performance. Bridging that gap requires preparation, collaboration, and a shift in perspective.
Understand your audience. Know how management views safety. Are they skeptical? Cost-focused? View it as non-critical? Anticipating concerns will help you frame your case around business impact.
Involve leadership early. Collaborating with a COO, CFO, or Director of Operations can help you identify potential barriers, align your messaging, and anticipate tough questions.
Timing Is Everything
Don’t wait until budget season is in full swing. Start building your case at least 120 days before the company’s fiscal planning cycle. This gives you time to collect data, build consensus, and strengthen your proposal.
Focus on What Decision Makers Value
To resonate with leadership, your business case should emphasize outcomes they prioritize, such as:
- Return on investment (ROI)
- Cost savings (both direct and indirect)
- Improved organizational safety metrics (TRIR, LWR)
- Reduced financial risk
- Enhanced compliance and corporate reputation
Bonus: Use financial language like “percentage of payroll,” “cost per employee,” or “impact on production” to connect the dots.
Don’t Forget the Data
The stronger a company’s safety and health performance, the harder it is to justify additional investment. That’s where data makes the difference.
- The average direct cost of a medically consulted workplace injury is $45,000
- A single work-related fatality averages $1.4 million in direct costs
- Indirect costs (productivity loss, insurance, turnover, legal fees) can be 2x or more than direct costs
To obtain more detailed information about the direct and indirect costs associated with an injury or fatality, visit our “Safety Pays” web page. These numbers paint a powerful picture, but if you need help calculating your own, try OSHA’s Safety Pays Tool calculator.
This free estimator shows:
- Total injury costs based on incident type
- How much revenue is needed to offset those costs
- Comparisons to industry peers
- Projected savings from injury prevention programs
According to OSHA and the American Society of Safety Professionals (ASSP), every $1 invested in safety returns $2–$6, and effective injury prevention programs can reduce injury rates by 15% to 35%.
Safety Is a Business Strategy
Yes, safety programs require investment, but so does every initiative that strengthens your business. A well-prepared business case shifts the narrative from compliance cost to strategic value.
By anticipating concerns, aligning with company goals, and using solid data, you can turn safety into something leadership not only supports—but champions.
Need help?
Safety Made Simple offers flexible, effective training solutions backed by real-world experience and measurable results. Let us help you build a safer, smarter workplace. Contact us to learn more about our online training solutions.