Managing safety: an attitudinal‐based approach to improving safety in organizations

Describes the use of safety attitudes as the basis for an intervention to improve safety performance in a power generation company. Following an initial survey using the safety attitude questionnaire developed by the SRU, a set of initiatives was developed. The initiatives included setting up safety teams, the introduction of written action plans, the provision of workforce safety budgets and an enhanced profile for management action. The initiatives were implemented by the SRU over a period of one year. Following the intervention there were improvements in safety attitude, lost time accident rates, self‐reported accident rates and absenteeism levels.