How to influence management to make safety and health changes

Navigating health and safety in the workplace can sometimes be very challenging. The challenge is not just in identifying what needs to change but in persuading management to embrace those changes. From my personal experience, influencing management on health and safety issues requires persistence, clear communication and strategic insights.

I recall a particular instance when I was working with a company that was resistant to holding regular health and safety meetings. Management cited time constraints as their primary concern, which seemed reasonable at first glance. However, the lack of these meetings had negative effects and stopped us from addressing issues such as fire drills being neglected, audits on sub-contractors being overlooked and, in general, health and safety practices not aligning with the company’s goals among other issues. The situation was a concern, with potential consequences for everyone involved.

Initially, the resistance was clear, and my usual tactics of presenting statistics or general benefits of health and safety didn’t seem to cut through. A different approach was needed in this instance.

My approach

One of the strategies I employed was utilising a pre-qualification questionnaire to highlight where the company was falling short of industry standards from a health and safety perspective. This wasn’t just about pointing out deficiencies, it was about showing how these gaps could affect new business opportunities and, by extension, the company’s bottom line. When management saw that lack of adherence to health and safety standards could directly impact business prospects, the conversation shifted. It became not just about compliance but about maintaining a competitive edge.

Persistence was important – I showed management how implementing monthly health and safety meetings was not a drain on time but a time-saving measure in the long run. Each meeting brought visible improvements over time – completed fire drills, updated audits, and a general uplift in safety standards.  

What I've learned

Through this experience, I learned that influencing management involves more than just arguing for compliance. It requires creating a narrative that connects health and safety practices to the company’s broader goals. By framing the improvements in terms of business benefits – whether through enhanced safety standards, better risk management or improved business opportunities – I was able to align the health and safety agenda with the company's priorities.

Another takeaway from my experience is the importance of showing gradual progress. Rather than overwhelming management with a long list of requirements, I focused on a few critical areas where immediate improvements could be made. This approach helped build trust and demonstrated that changes could be both manageable and impactful.

Reflecting on this experience, I also recognise the value of consulting with other professionals in the field. Engaging with fellow safety and health experts allows you to gain insights, share experiences, and receive guidance tailored to your specific challenges. An effective way to connect with a network of knowledgeable professionals is by joining IOSH groups or branches.

Influencing management to adopt health and safety changes is a dynamic process that demands a blend of persistence, strategic communication, and practical solutions. By understanding management’s concerns, presenting clear benefits, and demonstrating real progress, health and safety professionals can turn resistance into support.