Safety specialists in industry: Roles,constraints and opportunities

This paper comments on the slow and uneven occupational development of safety specialists in British industry. It provides an analysis of possible strategies for safety specialists by identifying three main areas of activity: processing and generating information, giving advice and participating in problem-solving, and taking direct action. These may be practised at each of the following five stages involved in the technical control of hazards: identification of hazards, assessment of risk, development of controls, implementation of controls and longer-term monitoring and adaptation. Hie position of specialists encountered in eight case studies in the chemical and related industries is then described. The third section advocates the role of the specialist as adviser and discusses the importance of line management assuming direct executive responsibility for the health and safety of those for whom they are directly responsible. The paper acknowledges some of the obstacles facing specialists who wish to develop a strong advisory and problem-solving function. It considers the specialists' access to the following sources of power and influence: managerial dependence on their expertise, patronage within the hierarchy, a direct controlling function, internal coalitions formed with representatives of the workforce, external coalition formed with the factory inspectorate, formal organizational position and their personal qualities of charm and leadership. Comments are made on how aspects of the organizational context and climate of opinion affect the specialists' access to these power sources and the final section of the paper considers the effect of different recruitment and career paths of the specialists themselves.