¿Cuáles son las mejores maneras de comunicar las preocupaciones de seguridad a la alta gerencia?

How can we as safety professionals effectively share bad news upward? 1. Be there to share the good news, and the bad. Are you taking the time to foster a relationship based on trust and open communication? 2. Choose your time and place. Upper management have alot going on and they may not be ready to receive your information. Consider sending an email that is high level, punchy, outlines the issues and what you see to be the proposed solutions. Clearly state what you need from them...a decision? Budget? A place on the board agenda? When you meet with them, work to the outcome you outlined in your email. 3. Make sure you have done your stakeholder consultation prior. Is this decision outside your delegation? What do your peers think?

Data driven solutions drive better decisions. Controls that address safety concerns can’t always be addressed with a cost-benefit analysis, but presenting a balanced business driven argument wins over a purely emotional one.

Some great comments here, and just to offer a different perspective … the way the question is phrased seems to take the onus of responsibility off senior leaders. To me, it is the responsibility of executives and an SLT to provide clear, accessible systems to report safety concerns, as well as a psychologically safe climate in which people feel comfortable to share authentically. These are the fundamentals, and without them it really doesn’t matter what methods people “down the chain” have in place

They are number of tools which can help us get attention of top managment with respective safety issue like Rehazop of existing process Job safety analysis master audit of process kiazan process safety audit Monthly EHS round summarise critcal points,provide rating base on probability and consequences

Simply put, COOs and CFOs look at safety and health as a cost. Turn it around and show the cost benefit analysis of every recommendation. Prove that the recommendation saves on production time, improves quality, saves this specific dollar.

Use external resources to discover how other businesses have solved similar issues, then customise their ideas to your businesses' situation. When talking with management, you are then not only raising an issue, but sharing possible solutions that are tried and tested - and customised. It shows initiative, care, and patience on your part. Best of all, it will demonstrate your leadership ability and a commitment to problem solving and thinking outside the box.

A Decision Brief or a Risk Brief. A decision brief is better as it requires the leadership team to do something. Safety decisions are risk management decisions. Identify the risk and potential consequences if the safety risk becomes an issue, and provide proposed solutions, mitigations, etc If you can’t implement the solutions, then provide a Risk or Information Brief. Either the safety risk is significant or large enough that it requires a brief to the senior management, or it isn’t and it can be handled by lower management levels. If it’s the latter, have at it and address it. Even then, it may be worth an Information Brief about actions taken and safety risks addressed.

🎯 Get Specific: Be specific about the safety issues, their potential impact, and steps to mitigate them. 🤝 Seek Collaboration: Seek input from colleagues and collaborate with them to present a united front. 💼 Use of Safety Committees: If available, utilize safety committees to raise and address concerns.

To effectively communicate safety concerns to upper management, it's crucial to gather evidence, request a formal meeting, and concisely present the issue with potential consequences and regulatory violations. Offer practical solutions, emphasizing the benefits to the organization. Back up your claims with data and involve experts if needed. Encourage collaboration and follow up with a written summary. If concerns aren't addressed, consider involving external agencies while following appropriate procedures. The aim is to foster a safety-conscious culture within the organization.

Timing - follow the budget cycle (or follow the money, if you prefer). Talk with your Finance people for advice, and for an invitation to budget planning meetings. Simply being the first in the queue when asking for resources is always a good idea.

The answer is in the question, in this case. State the facts, what is the issue and the current state. Outline the solution or how to find the solution, including the resources you will need. And be clear about the benefits to you, them and the company. Problem, Solution, Benefit - three columns, easy to format, gets to the point.

Agree. I feel communicating with leadership is “a need to know” concern for leadership and so the magnitude of the problem needs highlighting, hence saying things like “this impacts our licence to operate”, or “it’s a show stopper” highlights the importance, while not necessarily appreciating the details of the problem.

🚀 Suggest Solutions: Don't just highlight problems; offer practical solutions and suggestions. 🌟 Highlight Benefits: Emphasize the positive impact of addressing safety concerns, such as improved employee morale and productivity.

Ask yourself why are you taking to to upper management. Has the local management failed to listen to you, or failed to take effective action, or does it require higher levels of authority for committing spending (either capex or opex)? Depending on the reason for needing upper management this will enable you to target your communication. A reasonable company leader (and not or companies and their leaders are reasonable!) should listen to a well structured argument - start with the short summary of the issue, what is solution and why you are talking to them. Once they respond you can answer questions or give them the longer version. If you cannot do the summary in two minutes you have a problem, that you need to work on!

Gather evidence, request a formal meeting, and concisely present the issue with potential consequences and regulatory violations. 

The method of decision making in the organisation must be respected. For me in one organisation, this meant 'walking the’ proposal to the each Exec member in advance and talking them through it personally. So, I would add to this section: preparation, feedback, followup. It was a great experience, as the ‘chat’ about the proposal was the opportunity to revise it again and again, to ensure success.

Safety concerns almost always has budiness impacts. When we raise these concerns we must connect it with business sense and explain what the consequences will look like to the business. Chances of getting Executive buy ins are higher this way. Being safety professionals we often fall into the trap of looking at this world only from a safety perspective. But Executives have multiple hats to wear. Strategize your comms.

Identify the hazard Submit the report Followup on the report Follow any progress Submit a report on non-progress Repeat the steps again

When implementing improvement plans, every opportunity should be used to make senior management part of the solution. Even if there is no need, senior management can be actively involved in the solution by requesting support at appropriate times. This approach will enable senior management to take ownership of the problem and demonstrate more effective leadership.

📢 Safety Meetings: Request dedicated safety meetings to discuss and stay updated on team concerns and improvement strategies.

If your initial report has not been addressed, re-examine your initial report for clarity then resubmit. Bring it up at every safety meeting and continue to followup with upper management. When you see someone from upper management in the area, grab your copy of the report and try to show them the hazard and bring their attention to the report. Always be respectful!

My suggestion to you is that you should conduct separate lobbying activities with each department and person and convey information to them specifically. In this way, it will be easier to create a decision-making mechanism among people who think the same way as you!...

Rather than suppress leader emotion or rebuff it, let’s accept people are human in their initial reactions and cut them some slack. We have to accept duality and the dichotomy of emotion if we want to have genuine and caring leaders. Where possible, let’s inform them of events in private, or run the risk of it influencing your workplace culture, like interpretations of George Bush being told 9/11 was occurring while reading a children’s book in public. You have a choice to not judge people on a specific snapshot in time as representative of themselves or their commitment to their people. However whilst emotion shows energy and builds momentum, action should be the measurement that your influence efforts target when informing.

🚀Remember that effective communication and a focus on safety solutions are key to getting upper management's attention and support for addressing safety concerns in the workplace. Meaning that you have to do your homework before you get buy-in from the leaders.

(A)Communication procedures could be established by organizations to simplify two-way communication on safety related issues with the interested parties. (B) One example of simplified communication is- a company created WhatsApp group for employees to share concern/safety observation with picture and suggestions to improve. Employees can write, they can record voice message. Top management are also part of this communication channel and made easy. (C) Safety day celebration, safety poster competition, safety awards, gate meeting are other forums where two-way communication can take place creatively. (D)Some organizations have created HSE portals & Mobile apps to report safety related issues and feedback.