Posted By Ian H Hi Alison I may have some examples if you email me via the link. I believe that the best step (assuming that you are a safety pro) is to get managers/directors to give their own progress report, with you in support. In meetings if it comes to safety and then 'over to you Alison'; this can then reinforce the view that safety is fully in your court. I tend to encourage clients by developing reports with them for the line management/directors to provide a progress update on actions against their plan, rather than just 'nothing to report this month'. Kind regards Ian

Posted By garyh Agree with above posts and I would add that often people focus only on "outputs" like Accident Rates, hours worked accident free, near misses etc; "inputs" get little mention. By this I mean tne number of Safety audits done, Behavioral observations, training done, hazardous tasks done safely (eg report of shutdowns or other large complex tasks) and so on. Be positive and give praise for good efforts. Not all Managers are uncaring bean counters, and they are human (in most cases!) I would also (as mentioned above) include new regs and changes to existing regs - and then show what this means for each area / Manager, then pass to them for action. One final tip would be to get control of the minutes - either write them yourself or get editorial power - what is agreed is not always minuted and followed up! Then use these minutes to make Managers accountable at the next meeting.

Posted By Alison WR Thanks for those responses. I feel I should reply, but I'd also like to repeat a plea for any [sanitised] examples of quarterly reports - my management line is keen on benchmarking. Happily, the OB is well-focused on inputs and on meaningful outputs [eg did the training result in any significant change in behaviour]. We don't structure the report around Group managers [ie vertically], instead keeping to horizontal themes, with vertical analysis - eg how are we doing with this type of assessment/control/training, and where are there variations that require explanation and action. There is a lot of discussion, with relevant managers taking the lead as appropriate. Development of the programme, progress against the programme, risks to projects, and effectiveness checks are all on the agenda, and the OB drives hard on progress. As to the minutes - out of my hands, but not a worry - the meeting is served by a professional minute taker and my experience so far has been that the minutes are complete and detailed - items are logged even if there isn't a specific action against them. I begin the slot with achievements, actions agreed at last meeting, and then issues carrying over from previous meetings [which covers anything that didn't result in a specific action]. Many thanks - and, still, any samples gratefully received. Alison