From policies to promotion: managers' views on opportunities for alcohol prevention at work

Managers not only influence employees' health and well-being, but also play a central role in shaping workplace culture and implementing preventive strategies This qualitative study examined managers´ reflections on the possibilities for alcohol prevention in the workplace.

Interviews with 44 managers were analyzed using thematic analysis and interpreted through Ames's 1992 four-component cultural model for alcohol prevention.

Four themes described managers perceived possibilities for alcohol prevention: Shaping social activities, Shaping Alcohol Norms, Organizational Structures, and A Health-Promoting Work Environment. The first theme concerned integrating alcohol regulations into work-related social activities through limiting servings, offering alcohol-free alternatives, and choosing activities not centered around alcohol. The second concerned influencing the social alcohol climate by placing alcohol on the agenda, role modeling, and encouraging dialogue. The third emphasized how policies, control measures, education, and HR support provide a formal prevention framework. The fourth linked alcohol prevention to broader efforts toward health, psychological safety, and sustainable working conditions.

Managers are central in translating organizational prevention strategies into cultural change embedded in everyday workplace practices. Organizational support, including HR, policies, education, and leadership decision, forms the foundation for long-term preventive work. Addressing alcohol use within broader health and well-being efforts may be an under-recognized prevention strategy.