“Safety culture” constitutes a path that business enterprises can follow in order to achieve continued improvement and realize a higher level of sustainability in their operations. Besides helping to lower the incidence of occupational accidents, safety culture can also strengthen workers’ safety consciousness, so that it becomes internalized in workers’ modes of behavior, thereby helping to protect the well-being and happiness of each worker’s family. The main focus of the present study is on exploring a model for semiconductor promoting safety culture, and evaluating whether such a model can in fact contribute to enhancing business enterprises’ safety culture; the model is put into practical application in the semiconductor assembly and testing industry. In establishing the model, reference was made to the evaluation tools developed as part of the “Manufacturing Industry Safety Culture Diagnostics and Guidance Plan” implemented in 2013 by the Institute of Labor, Occupational Safety and Health (ILOSH), Ministry of Labor (Taiwan). These evaluation tools were modified to produce a questionnaire survey suited to the special characteristics of the target industry, and the survey was then administered; SPSS software was used for data analysis, and promotion strategies were adopted with respect to those safety culture vectors where weakness was revealed in the questionnaire survey results. As regards the promotion strategies and practical methods used to promote the enhancement of safety culture, besides referencing the Plan referred to above, additional appropriate promotion strategies were selected in light of the operational characteristics of the industry and the current state of health and safety in this industry; the strategies were then put into practical application. In order to verify the feasibility of the promotion model, a semiconductor assembly and testing firm located in the Hsin-Chu area was selected to be the target of model verification. The questionnaire survey was implemented at this company on two occasions, before and after implementation of the promotion strategy. On both occasions, a total of 300 questionnaires were handed out; the number of valid completed questionnaires returned was 270 and 287 respectively. On the basis of the data analysis results obtained with the first questionnaire, three areas were identified where the level of safety culture was lower than the average for all areas for the company as a whole. After selecting and implementing appropriate promotion strategies, the questionnaire was administered again and data analysis was performed once more. The results obtained in the second questionnaire survey showed an improvement of 5.29 points in the organization’s use of rewards and punishments to promote safety, an improvement of 3.02 points in the organization’s implementation of safety-related training, and an improvement of 2.47 points in managers’ safety-related leadership. Overall, the company’s safety culture level was found to have risen by 1.24 points. These results indicate that the model adopted is in fact appropriate for use in the semiconductor industry, and suggest that, provided that suitable modifications are made to account for differences in industry characteristics, it should also be possible to apply the model to other industries.