ABSTRACT
The challenge with actively engaging front-line employees and their line managers with safety is that it is difficult to touch everyone simply because there are so many people in this population. It can be incredibly tempting to develop a glamorous' behavioural safety programme for front-line workers and managers to drive safety performance and culture change. Safety award programmes are implemented on the basis of psychological theory relating to reward and punishment. In larger organisations, those which are typically non-production or manufacturing based often use model or generic risk assessments. A large manufacturing organisation operating on a single site ran a programme that was designed to recognise the team that had the fewest lost time accidents (LTAs). While a safety committee is a reasonable first step, to deliver transformational safety performance and cultural change you need to do much more to drive front-line workers' and managers' safety engagement.
