First of Jan

Dionne Warwick and Burt Bacharach will need to go back to the studio if their smash hit Walk on By is to become the theme tune of a future Institution of Occupational Safety and Health (IOSH) event. Stopping is just fine says Jan Chmiel, chief executive at the world's largest health and safety professional body. But, never ever walk on by, he says. "To me, if you're a senior executive and see something then you ask the questions. Never walk past," says Chmiel, who was appointed to the IOSH top job 12 months ago. "People don't because they think it's onerous. Subconsciously, they know there's an issue, but think somebody else is managing it. If you listen to HSE, government and society's expectations, they don't expect organisations to have a magic wand. But they want to see senior managers taking this seriously. If you do then you'll ask that difficult question." Ask, but don't tell. Chmiel's phraseology is significant. "If I go to enlightened organisations they have a compliance infrastructure, but that's just a hygiene factor," he says. "What they're recognising is that health and safety isn't the responsibility of a cadre of health and safety people. It has to be built into the way everybody thinks." Health and safety is in the midst of an ideological split, according to the IOSH chief. The old guard clings to checklists, dictates and is driven by fear. The new order craves competency and dialogue. Making sure your site moves with the times is down to you, says Chmiel. "There's enough statistical evidence to show an enlightened health and safety approach is good for business... It stems from the culture and values of the executives of the organisation. If the executives see it as a burden then it will get pushed down into a compliance operational role and the type of people [the organisation] attracts will be the health and safety police." Those clipboard-wielding bureaucrats were all the rage back in 1974 when the Health and Safety at Work Act was introduced. "At the time, there was a recognition that society had a requirement that organisations looked after their people," says Chmiel. "That was through legislation. But, as time moves on, that relationship grows more sophisticated." Now clipboards – like beige curtains and bell bottom flares – are relics of a bygone age. "Society, through areas like corporate social responsibility, is making more direct demands on organisations than is coming through the regulatory framework. If you don't get it right, it's not just the government that is coming in; it will affect your brand reputation and ability to compete worldwide." The forces of globalisation are at work, says Chmiel. Even the smallest manufacturing firm can now form part of a vast global supply chain, the IOSH chief explains: "That fundamentally changes the responsibility you have for managing health and safety. You can't manage that from a compliance basis because every country is slightly different." The world of health and safety has moved on. But, for those who have the courage to ask the tough questions and coach workforce competencies, it's not such a scary place. Chmiel advises: "Start understanding within your own organisations as a chief executive do you know who's doing this stuff? Is the reporting coming to you in a way that you know what's happening and what the risks are? It's a sophisticated discussion, but it isn't more onerous. It's just about being a good manager." Health and safety: which ideology are you? Orthodox Style: compliance-based. Employers ensure they meet legal standards by adhering to safety protocols as set out in checklists and SOPs. Workers are told to follow guidelines, or else. Pros: - drives up safety standards as employees work to best practice templates - clear awareness of minimum standards Cons: - seen as burdensome and onerous - employees can become disengaged and resentful - safety plateaus as those closest to the tasks do not have the chance to offer improvements Common phrase: "Tick box exercise." Enlightened Style: like building a show-stopping cake, take a base layer of compliance and build on an additional tier of competency. The enlightened have an empowered workforce that actively improves safety and is supported with training and skills development. Health and safety is linked to a wider wellbeing agenda. Pros: - an empowered workforce drives safety standards beyond the reach of SOPs - operational improvements are a by-product of the health and safety focus Cons: - can be time consuming for management at first Common phrase: "What could we do to make that job even safer?"