Health & Safety
HSE Signals a new era of leadership, health and prevention
Health and safety professionals, trade federations, regulators, unions and industry leaders came together at HSE’ s Head Office in Bootle, Liverpool, for an invitation-only roundtable with HSE Board Directors, followed by the organisation’ s Annual General Meeting. Among those attending Rob Wright, NFB Board Member and Director of Group Health, Safety & Environment at Lindum Group, who shares his key takeaways and reflections from the day.
Representatives from sectors including construction, nuclear, waste, food, power generation, environmental regulation, healthcare and professional bodies were invited to this round table, creating a rare opportunity for open and honest discussion on some of the most significant challenges facing industry today.
The clear message from both sessions was that the future direction of the Health and Safety Executive will be increasingly centred on leadership, organisational culture and occupational health, with businesses expected to move beyond simple compliance and embrace a stronger culture of prevention.
Leadership under the spotlight The roundtable discussions focused heavily on leadership and competence. A recurring theme across all sectors was the challenge of recruiting and retaining skilled people. Participants recognised that labour shortages can result in individuals being promoted into leadership positions before they have developed the necessary skills, knowledge, experience and behaviours( SKEB) required for success.
During the discussion, I highlighted that highly competent technical people do not necessarily aspire to become leaders, and that organisations should avoid assuming that qualifications alone make
Rob Wright
someone suitable for leadership roles. This view was widely supported across the room. Importantly, delegates agreed that leadership and management are not the same thing.
HSE representatives reinforced the message that leadership for safety must start at the very top of every organisation. Executive teams have a critical role in setting standards and creating culture, while finance directors must recognise their influence in supporting investment in safety. One clear message emerged: the true cost and value of safety must be visible within organisational decision-making.
Natural Resources Wales shared an innovative approach to leadership development through“ taster sessions”, allowing potential future leaders to experience the responsibilities and accountabilities associated with leadership roles before promotion decisions are made.
Risk-based leadership and supervision
Another significant area of discussion was the relationship between risk and leadership. I argued that inadequate leadership should itself be viewed as a risk and that levels of supervision should be determined proportionately according to the hazards involved.
In low-risk environments, light-touch supervision may be appropriate. In higherrisk sectors such as construction, detailed leadership and supervision arrangements are essential.
Both HSE representatives and industry colleagues agreed with this perspective, reinforcing the importance of tailoring supervisory structures to the level of risk rather than adopting a one-size-fits-all model.
The discussion also explored how leadership standards can deteriorate through complex subcontracting chains. Representatives from both the construction and nuclear sectors shared examples of how communication, accountability and safety expectations can weaken as work passes through multiple contractual layers.
Reframing risk assessment
Risk assessment certainly generated much debate. Delegates acknowledged that risk assessments are ultimately influenced by the perception, competence and experience of those carrying them out.
40 www. britbuild-magazine. co. uk