Citation

Hale AR, Guldenmund FW, van Loenhout PLCH, Oh JIH. Safety Sci. 2010; 48(8): 1026-1035.

Copyright

(Copyright © 2010, Elsevier Publishing)

DOI

10.1016/j.ssci.2009.05.006

PMID

unavailable

Abstract

The Dutch Ministry of Social Affairs and Employment provided subsidy over the period 2004-2008 to a number of companies to introduce changes aimed at reducing accidents by changing their safety culture and aspects of their safety management. As part of the programme a scientific evaluation was set up to assess the effectiveness of the interventions in 17 of the projects, covering 29 companies. Before and after studies were made of the companies, documenting the state of their safety management and risk control efforts and their accident rates before the intervention, the changes made over the study period and the resulting changes in a range of measures aimed at assessing the success of the changes. The analysis led to a categorisation of the projects according to their degree of success.

This paper describes the patterns of interventions distinguishing between successful and not successful projects and discusses the mechanisms lying behind them. Interventions bringing about constructive dialogue between shop-floor and line management, providing motivation to line managers and strengthening the monitoring and learning loops in the safety management system (SM) appeared more successful. The amount of energy and creativity injected by top managers and, above all, by the coordinator (safety professional) appeared also to be a distinguishing factor.