Posted By Dee L&G, I am currently contracted (via employment agency) to a small company who have a requirement for QHSE 'system development' i.e. they currently have nothing and want everything. As with a lot of small companies those who have financial involvement are heavily involved in the day to day running of the Company and are tied up a great deal with that, let alone strategy and providing input into system development. I currently feel like I am banging my head against a brick wall, yet another meeting cancelled today and yet another slip in progress. The other issue I have is the main guy behind it is a 'non-managing' director and wants very little to do with any of the running. I know there needs to be commitment, leadership, etc., from the top but I have two main questions. In the real world, whilst not necessarily correct, is it possible to get QHSE systems up and running without the buy-in of one person at an influencing level? Has anyone else been in this type of scenario? At what point did you think enough was enough? What novel tactics did you use? It is not a lack of committment in the main part; I personally think it is more of a case of the company not being at a suitable stage to achieve more than the basics at present. Any thoughts or advice will be gratefully received. Dee

Posted By Charley Farley-Trelawney Dee Have you tried the Director Responsibilities path? It usually works, also who in the company has signed the H&S policy? I assume it’s the MD or similar, the person appearing on the document normally panics when informed of the poor response to H&S matters. I have come up against it before, and when a fatality occurs it changes peoples perception of H&S, the cost not withstanding can on occasions wipe a company out for good. Cuttings from old SHP's are good as well, you just need to ensure that a meeting chaired by you is led by you, and that if they wish a rose tinted lip service job then I suggest you move on, you don't need it, none of us do! Good luck in whatever you do. Charles

Posted By Bill Bircham Hi Dee, Ok, two questions here in your posting. Firstly, yes you can get systems up and running without commitment from the top. Put them in, audit against them and show the MD how poorly they are performing, adding that if they don’t adopt, they will have wasted the money spent on you, plus all the usual arguments FOR good H&S systems that are followed. Not the best answer, but one that can work in relatively simple systems (being simple there is no reason not to do them, except laziness is there Gov’nor) Ok, now the other question re getting commitment, you asked for a novel answer. This answer is perhaps not novel, contentious would perhaps be a better term, but one that I know works very very well. However busy those running the shop maybe, they will all have heard the horror stories that are associated with a visit from ‘The Inspectorate’. Use this fear to arrange a tri-party meeting to ‘agree a way forward’. Managed will this will result in an outcome that looks like this:- The HSE Bod will take some comfort that a firm that was struggling with H&S issues is now addressing them in an appropriate manner (Else why are you even there!) and wants to work WITH the HSE rather than hide away. The MD (or whoever) will recognise (with a little positioning from you) that the HSE Bod is a key stakeholder in the business, one that has the power to really affect it’s future, thus must be kept on side and have the relationship ‘managed’ (no doubt like their bank!) Both the HSE Bod and your MD will recognise in you someone who can not only deliver the goods in terms of systems, but also that you recognise the importance of the relationship. The upshot will hopefully be that you are able to exercise a great deal of influence without authority. A final word of warning, be very careful with the way you portray the Company to the HSE. If you go in seeking advice “ . . ‘cos no-one will listen to me . . “, it is likely to set the wrong approach in their mind. The story to the HSE should perhaps be:- Company recognises a shortfall and wants to fix it, after all it makes good business sense. They invite you to join them as they know that they don’t have the competencies in house They would like to seek input from the HSE on their plans for the future development of systems and any suggestions for improvement on the existing, plus build a positive relationship (be open about this part) If you don’t currently have any systems in place, suggest that basics are pulled together before this meeting, you get them on the table, in front to f the HSE, they will then happen. Like I said, a very contentious answer, not one that everyone will agree with, and not without an element of risk, but very effective.

Posted By Jenny Collis Another couple of ideas - Insurance companies tend to play a significant 'pressure' role in risk managment - cost analysis on past incidents/damage and the impact on quality I have also found that using real sector examples (court cases) on a regular basis can bring the point home - it is a 'slow drip' process but effective