Rank: Forum user 
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Friday Christmas run up thread
We have a new CEO starting after Christmas. I know him a little, and he has no experience of being in this position. He has lots of management experience but I don’t think Health and Safety has crossed is horizon before. He will be new to the idea that he is the one who will be held legally accountable should the law in the shape of the HSE come calling.
The most hazardous activities we undertake are: Organic Chemical synthesis. Use of liquid nitrogen in what are therefore defined as confined spaces. Use of primary human cells that may contain blood borne viruses Genetic Modification of human cells at Activity Class 2.
Needless to say (I would hope here) we have all the controls I, and many others, can think of in place, and the risks are low.
My question is does anyone have any advice for what I should tell him?
I’ve done this before by simply saying the as the CEO you are accountable in law for anything that goes wrong, you can delegate responsibility for activities, the controls for which you may not know very much about, but at the end of the day the law will be knocking on your door should something serious happen.
I intend to do this on day one, face to face, just to make the point, but I’d welcome any other suggestions.
Thanks
Graham
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Rank: Super forum user
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Yes I have been then (several times). Surprised he has absolutely no idea about H&S as I thought in this day and age everybody has done something involving H&S. I would not try to frighten him by telling him that he is responsible for everything and he is the one going to jail if it all goes wrong; this could be counter-productive and make him very defensive. First ask him about what he knows about H&S generally and in the organisation in particular. You can tell him abo the hazards in the organisation (some of which you have mentioned) but then explain to him the risks ie what sort of accident is the most likely. For example you mentioned GMOs-significant hazard but in most places that work with reasonably well managed, so in reality the risk it poses is low. The significant risks are likely to be slips, trips and falls-working at height-musculo-skeletal (I remember having to explain, to the CEO [an ornithologist] the risks posed to scientists from repeatedly using micro-pipettors) Talk about how you cannot manage H&S centrally in a science based organisation-there is too much going on and that you need to engage staff and you will need his support to bring about cultural change (CEOs like the idea of cultural change!) Get him on your side
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Rank: Super forum user 
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Originally Posted by: Graham  I know him a little, and he has no experience of being in this position. He has lots of management experience but I don’t think Health and Safety has crossed is horizon before. He will be new to the idea that he is the one who will be held legally accountable should the law in the shape of the HSE come calling.
Graham,
Three points that stood out for me in your post:
- If you know him a little, then you should hopefully know what kind of persom/ manager he is and how he is likely to respond. Some like the direct approach, and for others this is a bad tactic.
- If he has had management epereince then surely H&S has crossed his horizon before. Its just scaled up now
- Do you know for sure he is unaware of his responsibilities as a CEO, or are you surmising?
As A Kurdziel says you want to get him on your side and work with him. His support is as important to you as yours is to his. He is new in to a CEO role and will be wanting to have people around him who he can work with and count on. Be sure you don't alienate yourself on day one.
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Rank: Super forum user 
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I would turn it around a bit. As a new CEO I would want to know how you fit into my organisation, what you do for me as my ‘safety bod’ in terms of governance and a brief, very brief, opinion on how the company is doing re OHS. For example, key points of current issues and plans with maybe a simplified organisation chart for OSH within the company could be helpful in case the CEO wants that detail at this stage. Rather than the simplistic legal duties and responsibilities I would be more comfortable as a CEO with looking at this from a governance viewpoint. If you assume I know nothing you may set off on the wrong foot; better to assume I do know and let me ask you if I don’t. And then again I might only want to meet you so I know who you are and arrange a meet at some point going forward. All depends on what I have in front of me at the time so maybe I just want to get a feel for how urgent or otherwise it is for me to get to grips with OSH at this early stage.
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Rank: Super forum user 
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A couple of important areas to ensure he's thinking about are:
1. Leadership. What are his personal beliefs about how important H&S in the business? Forget most of the legal stuff - but does he really value the people, and thus accept the moral reasons for not wanting them to be made ill or injured by their work? If so, how does he plan to show he really cares? (and you need some simple practical ideas up your sleeve in case he hasn't!)
2. Benefit or burden? How does he see H&S in relation to his long-term vision for the organisation? Do you and he both have examples of where it's vital, as it reduces business risks, and possibly of other areas where more work is needed to ensure either risks are reduced, or controls need to be more cost-effective?
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Rank: Forum user
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Thank you everyone who responded to this. There's some fantastic advice, I will be using just about all of it in one way or another. I'm looking forward to a new guy coming in hopefully we can maintain the momentum I've built up over the past few years.
I am a little concerned that the focus may not be maintained, but with these ideas I've a better chance of keeping things going.
Thanks
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Rank: Forum user 
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Keep us posted as to how you got on Graham, would be good to get your feedback again. Have a good Christmas
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