GEODIS

Rhiannon Buhre

Rhiannon Buhre is an experienced operational leader and Occupational Safety and Health Manager at GEODIS, bringing over two decades of industry experience to her role. Starting her career in inventory control at 19, she built a strong foundation in root cause analysis and operational efficiency. Her background in third-party logistics exposed her to the fast-paced demands and safety challenges of warehouse environments, shaping her deep commitment to workplace safety. For the past three years, Rhiannon has focused on integrating safety into operations, emphasizing trust, transparency, and collaboration to build a strong safety culture and reduce workplace incidents.

Keeping people safe in today’s workplace environment spans multiple locations and roles. Occupational safety and health intersect closely with HR, requiring daily collaboration to refine policies and respond to incidents. To remain compliant and consistent—especially under the scrutiny of regulatory agencies—we often adopt standardized policies. While these are essential, they can unintentionally distance us from the individuals they’re meant to protect.

As organizations scale, the personal connection can fade. Employees may feel that policies are rules designed to complicate their day rather than measures intended for their well-being. This lack of trust is one of the most significant challenges. People want to feel seen, heard, and prioritized— but often, they don’t.

We can rebuild that trust by being present, transparent, and intentional. That means listening more, explaining the “why” behind the rules, and proving through action that people are not just a checkbox in a policy review. Building accountability doesn’t start with enforcement—it begins with relationships. When employees know they matter, they’re more likely to engage with the systems designed to protect them. That’s when there can be a shift from enforcing rules on people to building safer, more respectful environments with them.

Balancing Safety with Empathy Through Knowledge Sharing

Knowledge sharing is one of the most critical pieces to ensuring safety—especially across large networks with multiple locations. Too often, rules or policies are only known after a serious incident, particularly when OSHA has been involved. What gets lost is the story behind it—the contributing factors, the circumstances, and how the team handled it.

The focus should be on creating a culture of shared experiences and best practices, not just compliance. We all carry a burden of knowledge in safety, and we all know the potential consequences of letting risky behaviors go unchecked. But every case deserves a deeper look. Sometimes, an employee’s actions stem from extenuating circumstances—stress, personal crises, or lapses in judgment that don’t reflect their overall intent or character.

“The more consistently we reason through situations with empathy, the more opportunities we create for trust to grow through organic, positive dialogue. That kind of trust-building can shift an entire workplace culture.”

In these situations, is it possible to make a reasonable accommodation? Could this teammate be temporarily reassigned rather than removed?

It’s about separating the policy from the person—balancing safety with empathy. If you believe a jury of our peers would find the decision fair, then move forward in a way that supports both the team and the individual. That kind of accountability and care strengthens retention and trust across the organization.

Empowering Leadership Through Fairness

One of the key initiatives I’ve been driving is creating a culture where every level of leadership feels empowered to speak up— especially when it comes to advocating for our people. We’re continually working on building an environment where leaders feel comfortable bringing forward extenuating circumstances and having open, honest discussions about what’s reasonable.

It’s not just about enforcing policy—it’s about ensuring fairness, empathy, and consistency. I often call it the “jury of peers” mindset, where we weigh each situation thoughtfully and collaboratively. That culture builds trust and accountability, ultimately strengthening our safety practices.

Leveraging Informal Communication for Trust

The future depends on strengthening a culture rooted in fairness, consistency, and trust. One key factor is the grapevine—the informal communication network present in every facility. While leadership may make decisions behind closed doors, information often finds its way out. Teammates talk and share experiences.

When we consider extenuating circumstances and apply policy with empathy, the grapevine starts working for us instead of against us. Even without knowing every detail, people recognize fairness. The more consistently we reason through situations with empathy, the more opportunities we create for trust to grow through organic, positive dialogue.

That kind of trust-building can shift an entire workplace culture. The focus should be to ensure all levels of leadership feel confident speaking up, advocating for what’s right, and balancing policy with people. When teammates know their situations are considered—and that leadership is committed to fairness and accountability—true trust takes root.

Guidance for Compassionate Leadership

Allow yourself to be persuaded. We operate in a world driven by policies and procedures, but leadership requires more than enforcement—it requires empathy. That doesn’t mean abandoning rules or fairness; it means being open to sound reasoning and understanding that sometimes individual circumstances deserve a second look.

We won’t make everyone happy. That’s just the reality of being in a role where you must make decisions that affect someone’s job or initiate corrective action. At some point, you’ll be viewed as the “bad guy.” But you build trust when you consistently apply empathetic reasoning—when your decisions reflect fairness and humanity.

Over time, those teammates who once doubted you may become your strongest supporters. They’ll see that you’re not just checking boxes or hiding behind policy—you’re making space for the person behind the incident. That’s how you build credibility. That’s how you create a culture where people feel heard, respected, and understood—even when the outcome isn’t what they hoped for.

It starts with staying open-minded and letting empathy shape the way we lead.