This paper is partly based on research and partly on practical real-world experience. From a research perspective, a recent major review of fleet safety in Australia (Murray, et al, 2003) suggested that there may be some type of ‘work driver effect’ that could be used to positive effect in the wider community, in that if work drivers could ‘take safety home’, employees’ private driving would be safer and their influence on family members could be positive. In this review, the issue was particularly cited by DuPont as one of the motivators for its extensive fleet safety program in Australia and around the world. DuPont proposed that there are both humanitarian and business reasons to focus on fleet safety, and argued that that crashes occurring during a driver’s private time, or involving their family, will inevitably affect their working life. Clarke (2006) also focused on the safe driving of family members. Based on this idea, we started to look at the integration of the work and personal driving context, with questions such as: • Does the influence of organisational safety culture remain with drivers after leaving the work environment? • Can organisations can gain political or public support through a well managed safety program or recruit and keep more safety conscious staff? • From an image perspective, can a fleet safety program have very high ‘face validity’? • Can we develop the marketing benefits of fleet safety for organisational and community gain? The remainder of this paper focuses on how these ideas were developed into practical outcomes, including a summary the relationship between safety and marketing, and how large corporate companies, including British Telecom, Centrica (British Gas), Nestlé Waters and Wolseley UK, have successfully targeted road safety interventions at young workers and family members through the workplace
