Having been involved in safety for a number of years, perhaps the most single biggest problem I have always had to overcome is getting buy in at the sharpe end, where the incident are going to happen. As we set out on yet another change in structure and before we try the same old routines. I would like to know if anybody has tried a new approach that worked.

What is the consequence of this apparent 'lack of buy-in?' Accidents? Lack of interest in H&S educational programmes? Lost time? How do you know that this is the problem you say? What are the same old routines BTW? By genuinely and frequently connecting with, and involving, those at the sharp end (I assume you mean the workers), you should be able to find out what actual problems do exist, and their causes. You may discover, on the wind, that management or supervision is weak, there is a lack of competency at some or many levels, there is no motivation to pay attention to safety, ('production first'), the workplace, tools, equipment are unsuitable or inadequate, training / information is dull or irrelevant, nobody checks anything . . . the list goes on. Or you may find that you are right and the workers couldn't care less despite 100% robust everything else. I have found that many times the so-called 'robust' management systems and executive statements of commitment are superficial, (ie. lack of buy-in at the top) and this can be unpicked by a curious investigator asking a just few questions here and there having conversations with a variety of people on the shop floor. I do not think we (SPs) tend to see informal findings from the above as valid as filled-in forms, audit or incident investigation reports, etc. Although I don't think any of the above is a new approach as such, there is more emphasis now in SP professional development on coaching, conversations, 'humble enquiry' and investigation without any incident as such. A bit more detail on what the problems are - how this lack of buy-in is manifested - may prompt more and novel specific suggestions.

Seen many culture changes or attempts undertaken by organisations, even worked on projects that have safety behavioural programs in place. However, the saddening part here, is a lot of companies say they are taking safety seriously, but do not. Working on a site at the moment, well known contractor, who ticks all the boxes in the right places, well you would think that from looking in. That’s what they would lead you believe, but fact is they have not got an open door policy. If you point out any issues or areas of weakness with regards HSE on the project, they do not take it lightly and see it as an attack. Best way to change a culture is working closely with the members of workforce direct, this means talking direct to them and remembering there is no us or them. Saying thank you for work done well and having a drink, after work. Safety and production run hand in hand, this job at the moment is great. Watching first-hand the culture change. It is because a rotten apple was removed and the management team were integrated with the workforce. Of course there is a fine line that has to be kept as the management team are leading from the front and may have to punish individuals for blatantly work unsafely. However, the production levels have increased and HSE is good. We do have a few minor incidents of safety i.e. barrier not positioned correctly next to each other. But considering the work can be deemed high risk, the observations are minimal in comparison. This culture change is happening, as the management team are competent and respect the workforce level of competence. They except that there will be complacency from time to time by the workforce or even management and do not over dramatize it. If something is over dramatized by any other onlookers, it is discussed, reviewed and discussed with the workforce, who approach the management and discuss the problems they come across on a daily basis, be it safety or production oriented. Example, we have around 30 people on site, they all know the management team directly and talk on daily basis with the senior management team. Every day the Project Manager and HSE Manager (Assisting Site PM) walk the project and talk to the individuals in their work areas as people, every day. They maybe in groups or by themselves, if there is a safety or production concern found it is discussed at that point, but of course there is a bit of friendly banter. If there is a blatant breach / problem then work will be stopped and supervisors called in to review, discuss and put in place control measures to prevent re-occurrence. If punishment has to give due to the severity then it is done, but questions are asked to establish “why” there was a failing and the reaction is not “shot and then ask” attitude. There is always a reason for the failing, it maybe, if not on majority of occasions due to a management decision that the failing occurred, so we tell everyone to have the open debate. We try never to shoot the messenger, excuse the expression, but think you know what is meant. A lot of organisations like to talk the talk, but do not care about the people who keep them in the positions by undertaking the work on the front end. They sometimes will work outside the described work method or take steps to complete the work although they know they should not being working in the manner they are working, when you speak to them. However, they have a job to do, they think they are helping the company to finish a job. If this is happening, then your organisation needs to look in on itself and there is a problem with the culture People need to start to treat people, as people. Not us and them attitude, it seems a lot of organisations and people get to a level in management and have an attitude change, in particular “My C**k is bigger than your C**K attitude (CC Attitude)”. sorry ladies, not meant to offend anyone, but I believe it is in ever industry. There is a lack of competency from a lot of people in actual “people skills” unfortunately fact. As I say to all the team from the director to the guy sweeping the stairs, there is no big difference in the persons, just positions and titles. If they all won a million in sterling, majority would not be working in the position they are working in. People at the bottom and the top of the food chain, do the same thing, they keep the people in the positions their accustomed and both play a vital role. Unfortunately, the people at the workface are more valuable than the people at the top in a majority of cases. Sorry long and winded, but a subject that is close to my heart at moment, as experiencing CC Attitude

I always found the best way was to talk to people on their level. Make some friends, discuss football, music or anything else you can find you have in common. Make safety the second thing you talk about when you meet. I had success with this method especially with contractors who at first saw me as their biggest enemy but soon realised I was their friend. Enjoy some banter with them.