I have read quite a few posts on here along the lines of managers / directors either ignoring or putting off health & safety suggestions of their H&S professional. That made me wonder just how much authority you have as a Health & Safety adviser, or manager, etc. For example do you have the authority to stop any potentially dangerous work practice, or to put off-site any contractor who breaches your safety rules. I am interested in how far you can go on your own before having to refer to management decisions. Mike

First and foremost it is imperative that all in a management or supervisory position within the Organisation understand that they too have this authority -and duty- by virtue of their employment status without recourse to the H&S Adviser or other chains of command. Yes, many of us in the profession have the same authority written within our job description but I am saddened to hear of supervisors and managers calling the H&S office to come "deal" with and unsafe contractor activity. Of course it all gets 'interesting' when the contractor makes additional claims for lost time etc. at the end of the contract. Always best to keep some notes and a few pictures!

Authority ? ZERO. Your are an Adviser. Those with authority (managers/supervisors) accept your advice, refuse it or ignore it. Their risk. However, if it can be proved that you have given bad advice, followed or not, Then you are liable to be in trouble. Especially if you exerted your "authority" to get it accepted. Some of us do (or did) have a hierarchical level that lent some authority to our advice so those on a lower level were more inclined to accept it, but they didn't have to. And the higher up you are the deeper you can land in it. Merv

Being an effective adviser in occupational safety & health (and various other fields for that matter) includes includes using tact and having good communication and influencing skills. Though my colleagues and I have implicit authority from our organisation's chief executive to invoke his authority in critical situations if necessary, it is extremely rare for us to use it. Generally, we are able to discuss with and persuade managers, employees and contractors why some actions are advisable or should be taken, and also what can go wrong if unwise activities continue, etc. Also, just quoting legal requirements as the basis for advice about doing or not doing something is not really appropriate. At the risk of re-igniting old discussions about job titles, I am wary of the title 'health & safety manager' on the grounds that it may lead some or most managers in an organisation to think that the existence of such a manager absolves them from their own responsibilities regarding health and safety. However, it could also be argued that such misperceptions can be minimised by good training and communications in order to leave everybody, managers and employees alike, in no doubt about their respective obligations. Personally I prefer being an adviser because it summarises what I do - giving professional advice - hopefully good, sensible and practicable advice - to managers of all ranks. Ultimately they are responsible for acting on or ignoring such advice or questioning it if they don't understand, just as they are regarding various other aspects of whatever they are managing. Therefore, as mentioned already in this thread, it can pay to keep copies of your written advice and also brief notes of verbal advice, to whom, where and when. If you've had to give strong verbal advice, it's worth confirming it in writing (e.g. by e-mail) to relevant people afterwards. Digital photographs can also be handy in this respect. Graham Bullough