16.02.2026 | How Axpo Grid lives and breathes occupational safety
Safety begins in the mind
Occupational safety is a central pillar of sustainable business. Alexander Rosser, Safety Officer at Axpo's Networks Division, explains why a strong safety culture protects people, makes organisations more resilient – and why role models are sometimes more important than regulations.
How important are occupational safety and health protection in the Networks Division?
Very high. The central goal is the continuous development of our safety culture with the clear vision of ‘Destination Zero’. Strategically, this means moving away from pure compliance with rules towards a proactive understanding of safety that is reflected in our daily actions.
Where are you today in this development?
We are at level 3 of the Safety Culture Ladder – rule-oriented, with very solid framework conditions. The next step to level 4 is more challenging: it is less about new requirements and more about behaviour. This is precisely where our greatest potential currently lies.
Occupational safety and health protection are an integral part of Axpo's group-wide sustainability reporting. In an ESG (environment, social, governance) assessment, they fall under the ‘social’ category. As part of its annual reporting, Axpo discloses how occupational health and safety are systematically managed, what responsibilities exist, what measures are implemented and how performance is measured. If you would like to find out more, you can find the current sustainability report here.
What is the most effective way to strengthen sustainable safety awareness?
Face-to-face training, learning from incidents and coaching in everyday working life. However, the example set by managers is crucial. A safety culture cannot be imposed – it is created through consistent, credible action.
How do you measure safety – and what really tells you about the state of safety?
Reactive indicators such as accident figures show what has already happened. Proactive measures, such as safety walks, are crucial for control. I like to compare it to driving a car: looking ahead helps to avoid accidents – the rear-view mirror does not.
How do you deal with accidents or near misses?
In a structured manner and without assigning blame. We analyse the causes, define measures and focus on learning. The aim is always to avoid similar incidents in the future.
What are the biggest risks in grid and plant operation?
Work in the vicinity of live parts, the dismantling of old plants with incomplete documentation, work at height and forestry work along power lines are particularly critical. Here, we focus specifically on protective measures and training.
What new approaches is the Networks Division currently pursuing in the area of occupational safety?
One focus is on behaviour-based occupational safety. Employees reflect on their own behaviour, receive immediate, positive feedback and experience safety as appreciation – not as control.
In your opinion, what is the most important lever for the future?
Safe behaviour must become second nature. This takes time, consistent leadership and continuous learning. When safety becomes part of the mindset, it automatically increases efficiency.
