INTRODUCTION
There has been an increasing recognition in high reliability industries of the cultural and behavioural aspects of safety management in recent years. While many have concluded that organizational factors such as perceived management commitments to safety are important, few to date have demonstrated effective intervention strategies.
There is therefore a need to explore the supervisors’ role as a safety leader in safety management and safety culture improvement programs. The safety culture of an organization is the product of individual and group values, attributes, competencies and patterns of behaviour that determine the commitment to, and the style and proficiency of, an organization’s health and safety programs.