Rank: New forum user 
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I am looking for any reports or papers written that can provide evidance that linking LTA to annual bonus (if the company has a LTA then the bonus will be reduced) is not conducive to a proactive safety culture. if anyone can point me in the right direction or send a link it would be much appriciated.
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Rank: Super forum user 
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You don't need research papers to inform that linking bonuses with LTA's is a bad idea.
1) there is no opportunity for the bonus recipient to directly and effectively impact LTA numbers unless it is specifically unique to their personal record 2) the possible loss of bonus would see some dubious practices Plenty of posts on here where users are seeking to justify not reporting
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 6 users thanked Roundtuit for this useful post.
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Rank: Super forum user
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You don't need research papers to inform that linking bonuses with LTA's is a bad idea.
1) there is no opportunity for the bonus recipient to directly and effectively impact LTA numbers unless it is specifically unique to their personal record 2) the possible loss of bonus would see some dubious practices Plenty of posts on here where users are seeking to justify not reporting
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6 users thanked Roundtuit for this useful post.
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Rank: Forum user 
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Yeah, I have this issue at my current role, and it's a company-wide metric (mistake) not site standard so I am powerless to make any changes to it.
FR1- Lost time injuries and FR3- First Aid Injuries as a performance measure and reduction target is a negative metric that can lead to: Underreporting, blame culture, resource misallocation, narrow metrics, demotivating, short-term focus, complacency, stigmatization, lacks context, focus on outcomes rather than processes and preventative controls.
-Introduce Positive Performance Indicators: Shift focus from negative outcomes to positive performance indicators such as near-miss reporting, safety training completion rates, and proactive audits. These metrics encourage reporting and engagement in safety practices.
-Develop and implement training programs that emphasize the importance of accurate injury reporting and the role it plays in improving workplace safety. Encourage a culture where safety improvements and proactive behaviors are recognized and rewarded.
-Establish a continuous feedback loop with employees to evaluate the effectiveness of current safety measures and objectives. Use this feedback to adjust EHS strategies and focus more on preventive controls and processes.
HSE's Guidance on Developing Safety Performance Indicators: HSG254: https://www.hse.gov.uk/pubns/books/hsg254.htm
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1 user thanked Self and Hasty for this useful post.
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Rank: Forum user
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In my experience, bonus schemes (aside from sales) are detrimental to most facets of a manufacturing and logistics business.
For example, production are the only department that can earn bonus for amount of prodcut produced. This leads to other departments, lets say transport / warehousing who become bitter - it helps perpetuate the "us vs them" mindset. If production operatives are likely to miss the target, they try and ramp up and dismiss things like safety and other protocols (peperwork, reporting errors etc) to try and hit said target. If they end up failing to hit target, then all manner of negative mindsets usually prevail. This is in part to becoming complacent and assuming the bonus is part of their standard wages because they are used to recieving it. Above are just some of the issues I asscociate with linking bonuses to anything other than sales. Not good at all in my opinion.
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2 users thanked PDarlow for this useful post.
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Rank: Super forum user 
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Wouldn’t this presuppose that the employees are always the ones at fault and never the company. Seems a bit of an arrogant position to take by the company and obviously so wrong I would doubt there is any external study. IMHO
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