In an environment across the world where austerity is becoming the norm and financial resources are being squeezed on all sides, all sectors of business are being asked to explain how they objectively and measurably add value to organisational performance and indeed in many cases to justify their continued existence in the context of bottom line finanacial performance.

Health and Safety is certainly not exempt from scrutiny. Business leaders are increasingly seeking new ideas and opportunities to reduce costs, sharpen productivity and increase organisational flexibility. In such an environment, "edge of the envelope" ideas are achieving more air time in boardrooms than ever before. So when a sharp eyed upwardly mobile manager says "Get rid of the safety department and have the operational managers deliver safety for their business units" how should the Safety department respond?

How does the Safety profession present its case of value for money and indeed justify its continued existence? I am keen to explore best practice in this area in order to support my boss, when the budget vultures come calling.

Answers on an electronic postcard please!

KJTNZ,

What an interesting question. In the first instance I would actually agree with the premis that safety SHOULD be managed by the line/operational managers. The challenge then is to look at the provision of safety expertise in such a way that line management can deliver the safety within the overall business case - too often they leave safety to someone else. So the thinking within the safety department has to change from "We are the Safety Department" to "We support the business case" and start to look at a bigger picture than pure "Health and Safety"

There will obviously be businesses where this is the case but too often companies fall back to the old ways when things get rough,

I have seen a very well argued case somewhere regarding Safety being a profit centre but can't think where

Jim

Good topic. I concur with Jake and ExDeeps' responses that day-to-day aspects of H&S in organisations should be managed by their line/operational managers. This was the case at my former employer, a sizeable local authority with many different sites and over 11,000 people providing a wide range of services. Therefore, its small team of OS&H advisers concentrated on providing appropriate information, advice and training to the managers. This included analysing and reacting to information from many different sources, and carrying out or assisting with investigations as and when my colleagues and I thought it appropriate.

Although our role didn't include completing accident/incident reports or making RIDDOR notifications, we provided and updated general advice to managers about such matters. Also individual managers were always welcome to contact us for advice/clarification regarding reports/notifications and any other aspects of OS&H. It seemed that our general training and guidance was fairly effective because most managers who contacted us were thinking along the right lines and simply needed reassurance about this. As managers they had responsibility for many different matters so it was quite satisfying for us when asked, usually by phone, to give them reassurance plus extra advice if necessary, and save them from worrying unduly about their OS&H obligations.

Clearly the safety department needs to add value to the business by providing the right type of support. The problem with safety is that it is difficult to measure and only noticed when something goes awry. Then, and only then, do people sit up and take notice. I like the notion - if you think health and safety is expensive try having an accident!

Yes of course H&S should be embedded in the operational management side of an organisation and you do not need a large H&S team to “Do H&S”. But if you really want to improve your business costs ask “How many accountants do you need?” and “Do we need a communications department to change the colour of the company logo every two years”?
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