Posted By Charlie0538 Hi Stu, I suppose the first thing would be to look at the introduction of a site rep to help with the day-to-day aspects of each individual site. The SHE manager will then have someone on the ground that can repsond quickly and effectivley to most if not all issues when they arise. Not sure if this is possible, but definitley worth looking at. Charlie

Posted By Paul M69 Stu, This is not an easy question to answer. From experience; Try to understand the different personalities and cultures on each of the sites.Try to get to know what makes the leaders tick, what interests them, other than H&S. Build up a strong relationship over time, based upon only seeing them infrequently, as opposed to every day, as is the case on a single site. Always leave with the door open not closed.Try to give them the feeling that they would like you to come back, as opposed to "oh no, not him again" Make the most of the travelling between sites,it's a means to an end, although it may seem like a chore on times. Take your time, it's not a sprint, it's a marathon. A multi site role is very different, but it can be great fun and a huge challenge. Hope that helps, Paul.

Posted By Tabs Multi site co-ordination can of course be beneficial personally. A big difference to the single site H&S manager job is that you effectively gain different experiences in parallel, some that you will want to spread, some that you will want to eradicate. Often you will be a multi-site person co-ordinating with several different people in a single role – one H&S manager, several engineering managers or supervisors, or engineers, etc. So you may become a bridge of sorts, and you may hear many different accounts of the same function. Your job is to make decisions based on what is best, rather than what is convenient in my opinion, so as others have said don’t be in a rush to standardise lest you throw the baby out with the bath water. However, you will want to be able to compare like to like so you may need to superimpose a light data collection system (try not to become just another voice demanding yet more work, think of four or five key things you need and put the rest on hold until you know what to do with them). A big pitfall you must avoid at all costs is to become misquoted and a scapegoat to roadblocks ... don’t let your name be used in vain. There is nothing wrong with a bridging policy requiring local procedures to meet a particular standard – there’s more than one way of doing most things and if it doesn’t really matter to you, you can win hearts and souls by nurturing those differences. Longer term, you will find the ways that standardisation can help – it comes naturally as people mention their ills.