The hallmarks of a good HSEQ manager
For a company HSEQ policy and management system to succeed it needs to be everyone’s policy and system. If the choice is to have someone at the helm of HSEQ, particularly as the management representative, then that individual needs to be everyone’s HSEQ Manager.
For a company HSEQ policy and management system to succeed it needs to be everyone’s policy and system. If the choice is to have someone at the helm of HSEQ, particularly as the management representative, then that individual needs to be everyone’s HSEQ Manager. It is my view that the Board should consult across the company not only to draw up the HESQ policy but also to appoint the one tasked with promoting and overseeing its implementation.
I believe that for a HSEQ professional to excel in any industry and certainly the maritime one, he/she needs to come from that industry and then go for HSEQ training to manager level. HSEQ experts lacking a maritime background are welcome as external consultants and indeed they would be needed for some campaigns or highly specialised work. Integrity and sound professional knowledge and competence would arguably be among the most distinct features a HSEQ Manager should meet. It is after all, about having influence and having the respect of all, from the top management down.
A special ability to effectively liaise at all levels is crucial as it is fully realised that a HSEQ Manager has been entrusted to implement and manage the company’s policy and system rather than his/her own. In order to be fully effective he/she needs to be informed of all that is going on. Communication becomes of the essence - being copied on virtually all e-mail traffic; put on notice in advance; and kept invited to regular meetings is a must since no matter, subject or business within the company keeps out of HSEQ.
Walking the ‘shop floor’ – the ships’ decks, engineering, command and control and accommodation spaces - is vital and the HSEQ Manager would put him/herself at a disadvantage if they only visit for risk appraisals, audits and unannounced or scheduled inspections. The first duty is to be in a position to help, while on the other hand, participation and feedback comes out of getting to be known and being readily available. Promoting a no blame culture is essential as it is proposing disciplinary action when procedures are persistently ignored.
Good recruiting and training as prerequisites for continued competence of all in the company need to drive the HSEQ Manager’s work. He/she needs to be on the lookout and should not hesitate to propose behavioural based safety approaches to achieve long term success, prevent HSEQ being perceived as an additional rather an integral part of anyone’s job, and plan training activities accordingly.