Last 11 years, I’ve tested both combinations at SouthGobi Sands, Mongolian Mining Corporation and Transwest.
Centralization of HSE Department
Sit together in one room and share ideas and coach the coordinators when it’s required. Benefits of this type:
- Leader can coach the Members closely.
- Easily manageable.
- New member can learn quicker because experienced ones sit next to him.
- Team spirit grows efficiently.
Disadvantages:
- HSE Department doesn’t know what’s going on at other departments.
- No close relationship with other Departments and its individuals.
- Observe Safety Culture Development on other teams from outside.
- Hard to penetrate other team’s kitchen.
Decentralization of HSE Department
Members will be divided into other Department and sit in other Departments’ office. Benefits of this type:
- Get informed quicker what’s going on in other Departments.
- Close relationship is built within HSE team member and relevant Departments’ individuals. HSE staff is considered and accepted as “my man” in Departments.
- Observe closer Safety Culture in other Departments.
- Easy to facilitate or manage HSE issues through HSE staff inside Departments.
Disadvantages:
- Member will be away from Manager at most of the time and it requires self-governance, skill to work independently and self-inspiration. Professional coaching will be limited.
- HSE staffs will become easily manageable and their attitude is changed according to other team’s Culture.
- HSE member will face a lot of challenges and sometimes need to solve the problem by himself/herself.
- If HSE staff’s working independent skill, responsibility and confidence is low, HSE member can be harassed.
I use the Balanced type because my staffs in Transwest are experienced, motivated and their skill to influence is grown and our premise is not huge. So 1 HSE at Welding, 1 for Service, 1 for Warehouse, 1 at Paint workshop and 1 sit with me – Decentralized, but we gather every day at 08:30 – 08:50am in the room after toolbox meetings and discuss daily work aligned to monthly plan. They talk what’s done yesterday and is going to be done today – I listen. If directing, coaching and supporting are required on certain task I involve and at most of the time, delegate (Ken Blanchard’s Situational Leadership II model helps a lot). When Head of HSE Department need to resolve or discuss with other Departments’ Heads, I take it and give feedback once it’s done to my staff. It’s important for me, to visit them on daily basis and show my respect & assistance.
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Ganjiguur Bukhbat
TheSafetyPoster.com
