An organisation divided by a common language

When it comes to risk and safety there is common legislation, but everyone seems to have their own ‘spin’ on it.

Even within a single organisation people read the same instructions and interpret them differently. It’s hardly surprising that different organisations have completely different ideas about what a complex set of legislation and guidance actually means.

When you take the next step and take the risk and safety issues global, there’s even more diversity in the interpretation of meaning and action. When there’s a merger – such as Walmart’s acquisition of Asda a few years ago, or the imminent takeover of Cadburys by Kraft, there are not only two ways of doing things, but two sets of legislation to do them by!

It’s no wonder that, whilst risk and safety legislation in the UK may appear to be a single set of compliance requirements, every organisation has their own idea of how to meet them.

  • The finance department puts their spin on it (usually related to the cost of doing things)
  • The marketing department sees things in a different way (how can we make that a marketable activity?)
  • The stores department sees it yet another way (how can we get our operatives to even read this stuff, let alone do it?)
  • … and the management view is often, ‘why can’t they just do it?!’

    The problem for most companies is the complexity of the legislation and guidance layered over with the culture of the organisation. Is there a solution?

    Absolutely! It’s called PROPA and you can find out more about it here.
    Free health and safety diagnostic for your business