Hi guys, Bit of a rant after another frustrating day. Supervisors on site have been given the simple task of briefing their teams on a weekly basis on general performance of site to ensure all employees and supervisors understand how site is performing and to improve communication. As part of being proactive, looking to raise awareness and a recommendation via an audit I have included a weekly safety focus topic to this briefing. (toolbox talk) Simple, 1 page, main bulletins of issues like importance of LOTO, wearing safety glasses, hazard observations, hazardous chemicals, etc. Nothing more than 3-5mins and nothing that is not already covered. We are providing IOSH 4 Day training to all supervisors and NEBOSH General to all managers to improve their ability and competence in their duties as well.(at big cost in current climate) After 3 weeks the feedback is they are refusing to do it as they see it as H&S managers job, its hijacking of production briefing, its not proper training (has been explained that is isn't meant to be just awareness raising), etc. This is yet another case of middle managers and their superiors making excuses and complaining at what they see as additional work. I'm really at the end of my fuse with this type of reaction. I'm desperately trying to move things on from bare minimum performance and poor practice but the attitudes stink. I have got considerable resources to provide them training, tools and resources to improve themselves and the performance of their areas since I joined a year and half ago but there just always another brick wall put up. I'm working 60 hour weeks for the last year and half to try and keep on top of things and make improvements but all I get is negative comments, lack of compliance to what I ask and half arsed work when its done. I have been off site for 1 week on a overdue annual holiday and this has been an excuse from managers and supervisors to not do the regular things they are required. Then when the KPI's is reported as not completed to directors I become the bad guy on site. How do I get these guys to buy in and start doing it as part of their job? I have tried so hard but now I'm getting very demotivated and wonder what's the point. I take time to explain things, I'm open and easily approached and work really hard to get improvements. H&S Reps see and appreciate changes I've made and importance I have placed and pushed onto mgt team regarding safety but as its only me on site the managers and supervisors and critical to performance of safety. Sorry guys, just really having a rubbish time this week. Cheers for the ears!

Hi Safety man - hope you feel better with that off your chest! You need senior managemnet support before you will get the supervisors and foreman to fall in line. Suggest you coach the directors on their R&Rs. and express your worries that they are going to be hit by the failure of their supervisors and managers to manage their own teams. Safety is a line responsibility and needs to be controlled by line leadership. Do your line supervisors really understand their legal responsibilities? How about a folder with HSE prosecutions of supervisors / workers that you can show them? In summary - you need to aim for the top and let them cascade to their own management team. Hope this helps a little? David NB - not with you Guru?

Been there many times over the years, safetyman. And I still haven't found a way of accepting it. Seems the only way it won't affect you is if you don't really care and I made a pact with myself that I'd never be that way. You'll probably have a cr*p weekend, grumpy start to next week and then some random person will make you forget about it by appreciating what you do. None of it makes any sense.

safetyman My sympathies, but I think many of us have been there at some time or another. Sure you need senior management buy in. However, I have found that they are often apathetic and just demand h&s results. No simple answers to this one. I also believe part of the problem is the general lack of respect for h&s, which seems to be the current climate. Until there is genuine respect, which includes raising the status of health and safety personnel, I fear this type of reaction to h&s initiatives will be quite common. When you see jobs advertised for a qualified 'h&s manager' paying £30k, you have to ask yourself is it worth the trouble? Not so long ago I was working on a large project when a senior manager of the company sent me a terse email ranting on that he had been to a meeting with the client's senior managers and was informed there had been an accident on site. How embarrassing that he knew nothing about it blah, blah. The accident was not a major one and was known by senior project team members. The irony was that the day before he had visited the office and hardly acknowledged my presence. If he had taken the time to speak with me he probably would have found about the accident...oh dear, my fault I suppose! Good luck, Ray.

Safetyman, I just had a similar event where I had to speak to the Director of the company to inform him that, as health and safety adviser I was offering advice that was being ignored, so what's the point me remaining with his company. All of a sudden the sparks began to fly and the situation has been rectified. I was prepared to walk away, I do have other work but would have missed the money, now I'll stay a while longer and see what happens next. My advice is go to the top and ask the question about you and your role. If you are an important member of the company you will get the support. The top people must realise they have responsibilities and it would be their heads on the block if it all falls down. As far as all others this is a call for help so don't take the micky. Remember you may need some help yourself sometime. Good luck Safetyman.

I too struggle with manager's attitudes sometimes, not wanting to take responsibility for managing safety in their areas of the business, no matter what support and training you provide for them. I do sympathise. What has proved very useful to me is emailing people with the MD copied in when I request them to do something. If they fail to carry it out and I'm chasing them, again I copy the MD in. I have to say I have his full support and he will personally intervene where required and go and physically speak to people if required. Funny enough it rarely gets that far....

Hiya, Hope you've read the Friday fun bit post and its cheered you up a bit. I kow someone who cries when they get frustrated but a they aren;t in H&S I don't know if it would work for us!! Cyring only wetting your face as the saying goes. Have a good weekend and come back refreshed ready for the continuing battle. Takce care Lilian

What you choose to call a 'rant' could also be translated into an analysis of a widespread need for modern stress managment. A well-designed investment of this kind well conducted can solve your problem and deliver business value, in a variety of ways. Sometimes, the only way to go is up.

Its a difficult one, in addition to all the good advice you've already had - you could get the engineering or managing director to email out his expectations, or to 'chair' a regular monthly progress meeting with the managers concerned. Get that director to state that you advise and manage, but they (the managers) are accountable. You could do a one page instruction of managers safety 'actions' for sign off and distribution by the MD or engineering director. The other aspect is to look at the content of training, IOSH managers training is very good theory, but it often needs a practical bit adding to it to say "this is how we do it here, this is how our toolbox talks, RA's, plans, systems work locally, these are the things that are done on a day-by-day basis and why". Ultimately it is only when management understand they are accountable that they pull their fingers out, and the best way to do this is to involve leadership. Good luck!