This chapter discusses the three new Es — ergonomics, empowerment, and evaluation. It explains ten basic changes in belief, attitude, or perception that are needed to develop the ultimate Total Safety Culture. These shifts require new principles, approaches, or procedures, and will result in different behaviors and attitudes among top managers and hourly workers. In fact, the ongoing processes involved in developing a Total Safety Culture need to be supported from the top but driven from the bottom. Many safety activities and programs in US industry are driven by Occupational Safety and Health Administration (OSHA) or the Mine Safety and Health Administration rather than by the employers and employees who can benefit from a safety process. Companies are frequently ranked according to their OSHA recordables and lost-time injuries. Within companies, work groups or individual workers earn safety awards according to outcomes — those with the lowest numbers win.