Embedding safety into everyday operations across a complex workforce
with Red Badge Group
Embedding safety into everyday operations across a complex workforce
with Red Badge Group
With thousands of employees working around the clock in high-risk environments, Red Badge Group recognised that improving safety required more than standalone initiatives. It required a consistent, organisation-wide approach.
Through the EMA Safety Culture Programme, Red Badge strengthened its health and safety capability, embedded safety into everyday operations and created meaningful improvements across the organisation. Within a relatively short period, the business saw reductions in lost time injuries, fewer ACC claims, stronger employee engagement and significantly lower staff turnover.
Key outcomes
Reduced lost time injuries
Fewer ACC claims
Improved employee engagement scores
Significantly lower staff turnover
Stronger reporting and visibility of safety performance
The challenge
Creating consistency across a complex workforce
Red Badge Group operates with a diverse nationwide workforce that includes thousands of casual employees alongside permanent frontline staff and operational managers.
Employees work in high-risk environments, protecting people, property and communities around the clock. This complexity created several challenges for the organisation. Health and safety responsibilities sat alongside HR within a single role, without dedicated specialist expertise. Consistency across a large and varied workforce was difficult to achieve, and there was a need to ensure health and safety was embedded throughout the entire employee lifecycle.
Most importantly, Red Badge wanted to create a genuine shift in safety culture rather than relying on isolated initiatives or short-term improvements. The organisation also recognised the importance of helping employees understand why health and safety matters and ensuring people felt their wellbeing was a priority.
Understanding the risk
Listening to the whole organisation
To gain a clear understanding of its health and safety culture, Red Badge needed insights that reflected the experiences of people throughout the business. Rather than focusing on one part of the organisation, the business adopted an approach that included frontline employees, operational managers, senior leadership and the board.
This whole-of-organisation assessment provided a more complete picture of health and safety performance and highlighted opportunities to strengthen capability, engagement and accountability across the workforce. The resulting Safe365 assessment reflected the reality of health and safety across the organisation, creating a solid foundation for improvement.
The response – embedding safety into business as usual
Red Badge implemented a structured programme designed to integrate health and safety into everyday operations rather than treating it as a separate activity. Several elements were central to this approach.
Organisation-wide engagement
Health and safety conversations involved people at every level of the business, from frontline employees through to senior leaders and the board. This ensured improvement efforts were informed by real experiences across the workforce.
Tailored support
Recognising that a diverse workforce requires flexible solutions, the programme was adapted to suit the specific needs and structure of the organisation. The focus remained on practical actions that could be implemented and sustained across the business.
Ongoing accountability
Regular check-ins helped maintain momentum and ensured progress was reviewed consistently over time.
Rather than a one-off intervention, the programme created an ongoing cycle of improvement and accountability.
Integrating safety into everyday operations
Health and safety became part of normal business activities and planning cycles, helping embed safer practices throughout day-to-day operations. This approach helped reinforce the message that safety is not a separate programme, but a fundamental part of how the organisation operates.
“Our organisation is unique in how the workforce is made up. The EMA was the first provider that listened to my needs and provided the support I needed.”
– Hayleigh Evett, Head of People & Culture at Red Badge Group
Building momentum through continuous improvement – progress over perfection
A key feature of Red Badge’s approach was its focus on continuous improvement.
Rather than waiting for perfect solutions, the organisation adopted a philosophy of making steady, practical progress.
This allowed improvements to be introduced, evaluated and refined over time.
By focusing on achievable changes and maintaining regular accountability, the organisation was able to turn insights into action and build momentum across the business.
The impact – harm reduction through organisational commitment
- Lost time injuries reduced and ACC claims decreased.
- Employee engagement scores improved, while staff turnover fell significantly.
- The organisation also achieved greater visibility of health and safety performance through improved reporting practices.
Key lessons – what you can learn from Red Badge Group
Tailor the approach to your workforce
Complex organisations often require flexible solutions that reflect the realities of different roles, locations and workforce structures.
Listen at every level
Engaging frontline employees, managers and leaders creates a more accurate understanding of risks, challenges and opportunities.
Embed safety into everyday work
The most sustainable improvements occur when health and safety becomes part of normal business operations rather than a standalone programme.
Focus on continuous improvement
Steady progress can deliver meaningful results without waiting for perfect solutions.
Maintain accountability
Regular reviews and check-ins help keep improvement efforts on track and ensure momentum is sustained.
Share your story
Your workplace safety story is a lesson learned for your team. If you throw it wide, this story could help your peers to start a conversation, to make change – it could even save lives.
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No obligations, just an opportunity to share what worked, what didn’t, and what you did about it.