How HSEQ specialists may assist top management in improving the safety culture despite a lack of involvement

Changing an organization's safety culture could be challenging, especially when senior management prioritizes operations and profits over safety. However, with the proper approach and unwavering devotion, someone can significantly improve this vital area.

Some executives mistakenly feel that transferring responsibilities to a safety administrator will absolve them from actively participating in safety procedures, citing their hectic schedule.

They think simply providing resources and expressing a willingness to develop a safety culture is sufficient. The common explanation is: "If I had more time, I would prioritize safety, but operational demands take precedence." Typically, this strategy fails because these leaders should renew their commitment and give safety an advantage over operation by making the operation safer and be able to sustainably do more of it.

These leaders would rather assign all safety responsibilities to a paid safety manager, as they assume this is sufficient. However, effective safety culture changes require active and visible support from high leadership.

When leaders prioritize operational needs before safety, they can create a risky environment that jeopardizes the safety of the workers.

Here's how to deal with executive management's lack of involvement.

Recognize the problem

Senior management may support safety programs while prioritizing production and sales targets. Only publicly supporting safety, while practically putting sales and operations first, may result in operational shortcuts, increased incidents, and high staff turnover. "Saving every time" is a destructive and unsustainable idea. You cannot hide your real intentions from your employees, they listen to your words but look at your actions!

Strategies for dealing with lack of involvement.

The following is how HSEQ personnel can address and overcome lack of involvement from senior management:

1. Communicate the dangers.

The repercussions are indicated. Provide examples of companies that have suffered fatalities, legal action, and reputational damage due to inadequate safety. Make it clear that high-risk tolerance is a gamble with significant consequences.

Present Data: Use statistics and case studies to show the financial cost of accidents and the long-term benefits of investing in safety.

2. Align safety and business objectives.

Link Safety and Profitability: Show how a good safety culture can raise productivity, reduce incident costs, and improve employee retention, all of which help the bottom line.

3. Encourage and empower employees.

Encourage reporting. Create an environment where employees feel free to report occurrences and near-misses without fear of penalties. Emphasize how this information can help to avoid future accidents.

Provide training. Ensure all personnel, especially operational managers, undergo comprehensive safety training. Highlight the importance of balancing production goals with safe practices.

4. Lead by example.

Visible Leadership: Top executives should be encouraged to actively support safety programs, including walkabouts, meetings, audits, and recognizing safe conduct.

Their messaging must be consistent with the organization's goals and aligned with the HSEQ leadership. In every interaction, emphasize the importance of safety as a non-negotiable priority.

5. Create responsibility.

Establish clear standards: define specific safety goals and include them in performance evaluations at all levels of management.

Monitor and report. Regularly assess and report on safety performance. Use these reports to hold management accountable for safety performance.

The Human Cost

Beyond the financial and operational effects, highlight the human cost of inadequate safety standards. Emphasize that each incidence includes a natural person who may sustain catastrophic injuries or lose their life.

Highlight the legal and social consequences: Discuss the prospect of litigation, law enforcement notifications, and the embarrassment and guilt felt by management, employees, and their families. Ensure you encourage senior management to prioritize employee safety and ethical standards.

When every other option fails.

If higher management responds or collaborates despite repeated attempts, HSEQ professionals should reconsider their employment.

Document everything: keep a record of all communications and safety improvements. This documentation can protect you legally and professionally.

To pressure reform, consider contacting external regulatory bodies or industry associations to seek external support.

Evaluate your position. If the organization continues to compromise safety, it may be time to consider leaving. Professional ethics and personnel protection are crucial.

Transforming the safety culture in the face of senior management lack of involvement is challenging but vital. HSEQ specialists may effect significant change by clearly describing hazards, integrating safety with business goals, engaging employees, providing a good example, and establishing accountability.

However, if all efforts fail, documenting your attempts and considering leaving the organization may be necessary to protect professional integrity and safety.

At Technique Works, decisive leadership and strategic planning are essential for overcoming resistance and developing a strong safety culture. Let us help you navigate these complexities and build a safer, more resilient organization.

Contact us today to learn how we can assist you with your safety goals.