How can line managers and safety professionals work together to improve safety?

Os responsáveis pela seguran?a do time s?o os gerentes de linha. A área de Seguran?a é um recurso para apoio neste processo de cuidar. Inclusive, no brasil, a legisla??o deixa clara a responsabilidade dos gerentes de linha, dos supervisores, perante a responsabilidade do cuidado. Assim, por que n?o sermos parceiros nesta constru??o? Produ??o/manuten??o e Seguran?a.

To improve safety, line managers and safety professionals need to understand and respect each other's roles. Line managers oversee daily operations and ensure a safe work environment, complying with safety standards. Safety professionals develop and implement safety policies, provide training, and monitor compliance. Effective collaboration requires both parties to appreciate each other's expertise. They should learn about each other’s responsibilities, expectations, and challenges, fostering mutual respect and cooperation. This understanding is key to enhancing workplace safety through effective communication and joint efforts.

No matter where we operate, there will be organizational and country rules and regulations. Each work category must understand and respect each other's roles and responsibilities. Line managers, as noted above, has a business operational role to make sure the company carries out its mandate. Safety professionals are there in a supportive role to make sure all employees understand hazards, risks and HSE related requirements. They also, without interfering with operational matters, help form safe behaviours and monitoring of compliance and that information is provided to management and frontline supervisors. Important to always include the positive aspects of interventions or observations.

Os conceitos de seguran?a devem ser disseminados por toda a organiza??o. Como responsáveis pelas pessoas a lideran?a imediata tem o dever de cuidar, zelar e ter a seguran?a na sua agenda de lideran?a, pois é a lideran?a que toma decis?o quanto ao que é necessário para ter um ambiente de trabalho seguro. A seguran?a tem o dever de assegurar as práticas e prover as políticas e a lideran?a responsável por fazer acontecer e implementar com o time de frente!

As mentioned before the two roles are different, the line manager is responsible for day to day operations and the safety professional is there to create a safety environment including support and train the line manager and the worker. To note that is extremely important that the safety professional is able to create a good relationship with line manager and worker so is able to train and provide effective support throughout the day to day operations and develop safety policies and procedures aligned with the work environment ( taking in consideration with country and industry regulations).

O relacionamento entre áreas precisa ser de confian?a para que haja um relacionamento baseado na confian?a e que n?o valha a pena criar um distanciamento. A confian?a é a chave da protocoopera??o.

This is the absolute middle ground for ensuring a collaborative relationship when it comes to the boots on the ground employees and safety. You have to let the workers providing the source of the companies profit have a say in how their safety is implemented. Now, this is not saying that if they disagree with a policy then it goes away, it’s saying that they should be able to influence how it fits them.

Indeed it is a team effort to make work safer. I'd add that all relevant points of view must be sought for and considered as much upstream as possible. Once the operating conditions, equipment and environment are set, the difficulties that will arise will be much more difficult to resolve.

Imposition of rules, standards or work methods cannot work if there is not joint decision making. Line managers must understand what is required, why, resources, tech etc. Easy enough if there is mutual trust and safety and line can sit together and make sure decisions and implementation happens as required. Safety largely supporting line to that end. Good time to agree on verification frequency, communication methods and participants.

Ask the Managers to help build a rapport with their Supervisors by inviting you to join their team meetings and allow you to introduce yourself. Tell them you will be reaching out to get their perspective on how well the safety department is working with them and any gaps in safety they see. Afterwards be sure to collaborate with the Managers on mitigation of the gaps that were identified and relevant data. Plan and implement then set a reoccurring meeting to discuss the effectiveness and challenges and alternatives when necessary. Have supportive data to show before and after implementation. They may need to assist if there are employees who object to the mitigations or that are not committed to improving their safety after coaching.

In the next sections trust and rapport, learn and grow together is discussed. If the trust and willingness is in place, then it stands to reason that the engagements required to provide the resources, equipment, work methods, training etc. will be in place and each line level providing the right amount of support and personal involvement. Important that in the process we celebrate the achievements and not focus on non-conformances only. Individuals and groups must feel and see that their contributions achieve desired results and that those contributions are recognized and shared with broader organization.

Encourage team members and individuals to ask questions, to have curiosity. It is surprising how much we can learn from questions and discussion as new and different perspectives and experiences may come to light that shows us where we can improve, identify gaps and enhance collaboration for instance.

N?o é uma guerra ou uma disputa entre áreas da empresa, o objetivo é comum: proteger e preservar as pessoas. A vida em primeiro lugar, cuidar das pessoas como valor e prioridade. N?o aponte o dedo, pois ter?o outros quatro apontando para você. Pense: como podemos crescer juntos?

Safety is a management responsibility ! HSE managers are supporting ! It is important to support, to help, to coach for HSE persons but the final responsibility is for the managers

Safety is everyone's duty, but it is even more the responsibility of managers! For this reason, the involvement of managers and employees is very important. What to do for this is clear. With the support of the management, annual tasks should be assigned to department managers and progress should be monitored. Managers whose performance decreases should be warned. A voluntary HSE team should be formed among employees and this team should be informed about all processes and their opinions should be consulted. This way you spread the leadership and get everyone involved.

Top management commitment must be evident. The implementation and follow through via good communication is a key component right down to shop floor level.

Safety profesionals must also coach line managers in how to effectively demonstrate that safety is a core value, for them as well as for the entire organization. This means establishing and abiding to safe practices and managerial routines that support them, but also giving meaning and purpose to such behaviors.

Respetando cada uno el trabajo del otro y concienciando a los trabajadores de que su salud y su vida es lo más importante. La frase típica de "siempre se ha hecho así y nunca ha pasado nada", ya no vale. Hay que concienciarse y formarse de forma continua. La vida no tiene precio.