Posted By Kieran J Duignan Tam Especially in a 'blase' environment, what people mean by 'Health and Safety Culture' is likely to vary so much it is very confusing to most of those involved. The situation is further complicated by the conventional emphasis on compliance with regulations about safety. Confusion is most easily reduced to the extent that you can use a range of models of 'communication' to make sense of the contrasting perspectives that can be observed within the culture in which you operate. It would pay you off well to study the variety of models of communication (mainly psychological) that can be used to enliven and co-ordinate the culture in which you operate.

Posted By garyh You have answered your own question - "the Manager hasn't chaired a H&S meeting in 4 years". You need top down commitment, or you will will not get any improvement in culture. Send the manager on a 1 day IOSH Safety for Senior execs course...........when they realise that THEY can be jailed, they may give you some support!

Posted By RP Hi, Start with reviewing the H&S Policy and general arrangements. (Audit) Review accident stats over the last 4 years and lost time. Look at what training has been carried out over the last four years and what records are kept. Conduct a series of walk-about safety inspections involving the site supervisors. After this process you can either pick at it or push it. Start with the management. Interesting Safety Training, as given above. Risk assessments and method statements/SSOW need to be set and followed. do this by involving the supervisors and employees. This way you get them to 'own it'. Its often the case that the culture will not change over night, but with time and effort from those responsible attidudes do change. There will always be the one who has done it like this for 20 years, why change now... Start a system of regular meetings and start with the words ' I am here to advise you all on how to keep out of jail'

Posted By Kieran J Duignan If by ' the best way to show the management the benefits of a positive culture', you mean cost-effective in time and money, a proven method is to use the Utrecht Work Engagement Scale to provide feedback on how the management, as individuals and as a group, measure on engagement. A careful study of the research published by the author of the UWES will enable you to explain the implications of the data they themselves have provided. The main author, Wilmar Schaulfi, cna be contacted through his website (whose URL is avaialble through search engines) for permission to use the UWES. Not an 'easy' way probably more cost-effective in time and money than any of the althernatives outlined.

Posted By f_tubosun Dear Tam, The world is full of challenges likewise H& s PRACTICE. It may seem difficult to forge ahead but u can do if determine. Try to establish healthy relationship with the management team, find out the main reason behind their attitude toward safety issues, draw up your plan, discuss with the mgt. Getting books on Role of management in H&S can be a magic wand, present this to him, summarise this if possible, highlight critical areas that identified concern of Managers for OHS and refers to penalties slammed on erring managers as well as cost of managing accidents that may arise from poor management of H & S. Furthermore, just be consistent, well grounded and be humble in presenting your proposals. God will surely see you through. FAGBE

Posted By MCK Be there conscience.

Posted By HarveyJ i don't think there is any of us that haven't or aren't in the same situation you are currently facing. Stay positive and keep focus. Set short term and long term targets for ESH. One of the key issues you need to address (apart from top management commitment, which is a challenge in itself) is employee participation and involvement of front line supervisors. Get the structure in place, then define clearly what their responsibilities are so there is no grey areas or confusion. This forms part of an accountability program. Measure their performance with key performance indicators (number of training hours, tool box talks, hazards eliminated) and key performance metrics (accident frequency). Recognise good performance and ensure people accept there are consequences for gross failings. If they are involved throughout and part of decision making, they will (hopefully) take ownership of their own areas, this will in turn shift some of the day to day responsibility of managing safety to front line supervisors giving you time to carry on developing your positive health and safety culture. All of the above however is not achievable unless top management buy-in to this. I've come across many short sighted Production Managers who think health and safety management is the Health & Safety Manager's job and no one else's, oh dear. These are the people you need to convince otherwise they will not support and free up time for supervisors to participate in safety related activities. You then end up in a personal struggle with certain individuals. Safety comes from the top and cascades down through the organisation at all levels. I still lean on other peers for advice as I don't have experience dealing with this type of situation, use whoever and whatever resources to help achieve your goals. Best of luck, John