<strong>rani wrote:</strong>
... the worst part is that if we had a fatality on our watch we would feel terrible - I dont know about you guys but I know all the people at ground level their names something about them - its my way of working with them to achieve the outcomes I want.

Of course you'll feel terible! And that doesn't help with the paperwork either ! However, no matter how hard you work at the grass roots level, you'll get nowhere without management committment. You have to use whatever means are available, including coercion and downright skulduggery, to get it. But you have to get management committment!

i am using the skulduggery thing at the moment - management dont always realise that it is happening so that a good thing - sometimes its easier coming at it thhrough middle management and working up that way - they usually are m ore directly involved and see the issues .

Certainly agree.

Why do owners, directors, managers insist on hiring so called "OHS Advisors" but then don't listen to any of the advice given?

Particularly when it comes to enforcement!

<strong>Safetygirl wrote:</strong>
Why do owners, directors, managers insist on hiring so called "OHS Advisors" but then don't listen to any of the advice given?

In WA we are no longer <em>Safety Officers</em> with any power. We are just <em>Advisors</em>. This is where the skulduggery comes in!

WRITE reports.
Outline the problem.
[heading] There things we know ... (being what is happening and what is observed - dates and times are handy).
[heading] The legislation states ... (being why what is going on is legally unsafe).
[heading] My professional advice is ... (being how the company might honour its DUTY OF CARE).
Email the boss a secured PDF copy with your signature on it.
Watch the fireworks!

It all comes back to that <em>Duty of Care</em>. If the possible consequences of failute to honour DoC are painted in sufficiently lurid detail the effect is spectacular.

WRITE reports.
Outline the problem.
[heading] There things we know ... (being what is happening and what is observed - dates and times are handy).
[heading] The legislation states ... (being why what is going on is legally unsafe).
[heading] My professional advice is ... (being how the company might honour its DUTY OF CARE).
Email the boss a secured PDF copy with your signature on it.
Watch the fireworks!

This is a strategy that I use and with great effect. Ensure that it is a professionally written report with adequate investigation and supporting arguments and it will be difficult to refute.

Other things to also take into consideration in the report such as business impacts, costs, return of investment/benefits (tangible and intangible). As you can see data is important and if used properly it can be effective in pushing your case across.

You do not have to write reports for everything and I only use it when I really need to get something across or for critical risks.

Do some homework and build a business case and it generally works out well in the end because execs want to see that you looked at all the different aspects.

Hope this helps and good luck

<strong>Isador wrote:</strong>
What pisses me off in safety is the lip service from many of the managers out there.

This is not a peculiarly Australian thing.
Have a look at
www.ishn.com/Articles/Blog/BNP_GUID_9-5-...10000000000001015613