Hi Everyone, I am new to this forum so forgive me if I don't post this correctly. I have recently been made SHE manager for a manufacturing company, which has very little in place in regards to structure, I am try to put together a formalised plan together so that I can build up a better safer working culture. I am wanting to start with the strategy as I need this for November to present to the board of directors, any ideas on what I should consider when drawing up a strategy plan i.e is they a structure that should be followed when drawing one up? thanks in advance

Go to the HSE web site. Enter HSG65 in the search box (top right-ish) Click on "download free copy". Have a read of that and then come back if you need any more guidance.

David With regard to the CPD on MyIOSH, best to ask one (or two or three consecutively!) of the IOSH staff to take you through; as there are some very user-hostile flaws in the design of the interface which are not documented, you may have to explain very clearly and precisely where any glitch for you arises. Regarding leadership development, three considerations 1. It's important to understand the procedural approach, such as in HSG65, and that includes its serious limitations - specifically that it totally ignores how emotions and differences in values (not least amongst managers and directors) often get in the way of the vision officially proclaimed in company mission statements and repeatedly ignored year after year. 2. Once you start the ball about leadership rolling, you'll be expected to walk your own talk, that is to practise what you advocate. As this usually involves learning from errors, it's often a source of wear and tear and the reason some professionals just go through the motions and effectively give up on the difficult task of creating working relationships with managers they need to influence, instead of harnessing the strengths that got them their jobs (just as your strengths earned you your appointment). A useful title is 'The Versatile Leader. Make the most of your strengths - without overdoing it', B Caplan with Rob Kaiser. Pfeiffer, 2006. 3. If your employer is using psychometric instruments to assess and develop managers and directors, learn how they are designed so that you understand your own profiles and those of the managers and directors you need to influence and work well with. It's also worth learning the essentials of the science of measuring behaviour; in the safety context, Aubrey Daniels, E Scott Geller, Dan Petersen, Tom Krause and M D Cooper (CFIOSH) are worth reading.

Since you have explicitly stated that your purpose is: ' so that I can build up a better safer working culture' the critical essential is to actually understand the people involved and to show you do so in order to lead them to negotiate a viable plan and productive structure with you. To what extent do you really want directors to ask you: 'What use is a structure and plan, without the culture you aspire to creating?' 'Government have paid Loftstedt to emphasise the value of scientifically informed risk assessment - are you simply going to tell us that your profession can simply tell use what the HSE states online?

Jane, I have started to include the safety committee members more, previously they sat in a room and information was given to them about updates, recent accidents etc. I have now got them having a walk around with myself to spot hazards etc. This way is shows them what to look out for and helps me with my role by having an extra set of eyes. it is still early days but changes are happening in a good way. I thank you all for your help and look forward to being a regular user of this forum.

Thanks Walker I will do that right now.

I'll 2nd that!