How should we structure our health and safety function?

A Practical Guide for Employers

Many organisations reach a point where they realise health and safety has outgrown the approach that got them to where they are today.

Perhaps responsibility currently sits with an Operations Manager who has taken on health and safety alongside their day job. Perhaps HR manages policies and training records. Perhaps an external consultant visits quarterly and provides support when needed.

At some point, business growth, operational complexity, customer requirements or regulatory expectations create a need for a more structured approach.

This often leads to an important question:

How should we structure our Health and Safety function?

The answer depends on several factors, including the size of the organisation, the complexity of operations, geographical footprint, risk profile and future growth plans.

There is no single correct structure. However, there are common approaches that work well at different stages of organisational growth.

This guide explores how employers can build a Health and Safety function that supports both compliance and business performance.

Why Organisational Structure Matters

The structure of a Health and Safety function influences far more than compliance.

A well-designed function can help:

• Reduce accidents and incidents

• Improve employee engagement

• Strengthen operational performance

• Support growth and expansion

• Improve client confidence

• Enhance tender success rates

• Reduce legal and financial exposure

• Create a stronger safety culture

Conversely, a poorly structured function can create confusion, duplication, inconsistent standards and unclear accountability.

Before thinking about job titles

One of the most common mistakes employers make is focusing on job titles before understanding what the business actually needs.

For example:

"We need a Health and Safety Manager."

Perhaps. But do you really?

Or do you need:

• Better site inspections?

• Stronger leadership engagement?

• Improved accident investigation?

• Contractor management support?

• ISO 45001 implementation?

• A strategic safety leader?

The structure should always be driven by business requirements rather than job titles.

The five stages of health and safety function maturity

Stage 1: Shared Responsibility

Typical business size:

1-50 employees

Often found in:

• Professional services

• Small manufacturers

• Small contractors

• Family-owned businesses

At this stage, health and safety responsibilities are usually shared between operational leaders and external advisors.

The organisation may utilise:

• External consultant

• Operations Manager

• Facilities Manager

• HR Manager

This approach can work effectively where risks are relatively low and operations remain straightforward.

However, growth often exposes limitations.

Stage 2: Dedicated Health and Safety Resource

Typical business size:

50-250 employees

Often found in:

• Manufacturing

• Construction

• Logistics

• Engineering

• Facilities Management

At this stage, organisations frequently appoint:

• Health and Safety Coordinator

• Health and Safety Officer

• Health and Safety Advisor

The purpose is to provide dedicated ownership of day-to-day safety activities.

Responsibilities may include:

• Risk assessments

• Audits

• Training coordination

• Accident investigations

• Site inspections

• Policy management

For many organisations, this represents the first dedicated Health and Safety hire.

Stage 3: Health and Safety Management

Typical business size:

250-1,000 employees

At this stage, organisations often require leadership rather than simply administration and coordination.

Common appointments include:

• Health and Safety Manager

• HSE Manager

• SHEQ Manager

• QHSE Manager

The role becomes increasingly focused on:

• Strategy

• Leadership

• Stakeholder engagement

• Culture improvement

• Management systems

• Performance reporting

The individual is no longer simply completing tasks. They are influencing organisational performance.

Stage 4: Multi-Site Leadership

As organisations grow geographically, additional complexity emerges.

Examples include:

• Multiple manufacturing facilities

• Regional operations

• National service delivery

• Infrastructure projects

At this point, businesses often introduce:

• Regional Health and Safety Managers

• Senior Health and Safety Advisors

• Site-based Health and Safety Managers

• Group Health and Safety Managers

The challenge shifts from compliance to consistency.

The organisation must ensure standards remain consistent across different locations, teams and leaders.

Stage 5: Strategic Health and Safety Leadership

Typically found in:

• Large organisations

• High-risk sectors

• National operations

• International businesses

Roles may include:

• Head of Health and Safety

• Group Head of HSEQ

• Director of HSE

• Director of Health, Safety and Risk

At this stage, the function becomes a strategic contributor to organisational success.

Responsibilities often include:

• Governance

• Board reporting

• Organisational culture

• Major risk management

• Strategic planning

• Regulatory engagement

• Leadership development

Health and Safety Advisor or Health and Safety Manager?

This is one of the most common questions employers face.

Generally speaking, a Health and Safety Advisor is often appropriate where:

• The organisation is relatively small

• Risk profile is moderate

• Existing leaders can provide direction

• The need is primarily operational

A Health and Safety Manager is often more appropriate where:

• Multiple sites exist

• Significant risk exposure exists

• Cultural change is required

• Stakeholder influence is critical

• Strategic leadership is needed

The decision should be based on business requirements rather than employee numbers alone.

Should health and safety report in to HR?

Many organisations place Health and Safety within HR.

This can work where:

• The organisation is relatively low risk

• Health and Safety is closely linked to wellbeing

• The HR function has sufficient organisational influence

However, challenges can emerge where operational risks are significant.

Health and Safety often requires close engagement with operational leaders, project teams and site management.

Should Health and Safety report in to Operations?

Many organisations place Health and Safety within Operations.

Advantages include:

• Strong operational visibility

• Faster decision making

• Direct access to operational leaders

• Better understanding of operational risks

However, there can be concerns around independence if operational performance pressures begin to influence safety decisions.

Should Health and Safety sit within Facilities?

Facilities departments often manage:

• Compliance

• Contractors

• Buildings

• Fire safety

• Maintenance

For some organisations, particularly office-based environments, this structure can work effectively.

For higher-risk operations such as manufacturing, engineering or construction, Facilities may not always provide sufficient strategic oversight.

Who should the Head of Health and Safety report in to?

For larger organisations, reporting lines become increasingly important.

Strong reporting relationships often include:

• Chief Executive Officer

• Managing Director

• Operations Director

• Chief Operating Officer

The key consideration is influence.

If Health and Safety is to drive meaningful change, it requires visibility and access to decision-makers.

How many health and safety professionals do we need?

There is no universal formula.

A 100-person construction contractor may require more Health and Safety resource than a 1,000-person office-based business.

Factors to consider include:

• Risk profile

• Number of locations

• Regulatory complexity

• Contractor management

• Growth plans

• Existing leadership capability

The appropriate structure should be based on risk and complexity rather than headcount alone.

When should you restructure your health and safety function?

Common triggers include:

• Rapid growth

• Acquisition activity

• Multiple sites

• Increased accident rates

• Regulatory intervention

• Client requirements

• ISO implementation

• Leadership changes

If Health and Safety consistently feels reactive rather than proactive, it may be time to review the structure.

Common mistakes employers make when hiring in health and safety

Mistake 1: Hiring too senior too early

Many organisations recruit a Head of Health and Safety when they actually need a competent Manager.

Mistake 2: Hiring too junior

The opposite can also happen.

Businesses sometimes appoint an Advisor when strategic leadership is required.

Mistake 3: Copying another organisation

Structures should reflect organisational needs rather than competitors.

Mistake 4: Focusing on compliance only

The strongest Health and Safety functions improve organisational performance rather than simply managing compliance.

Final Thoughts

The best Health and Safety function is not necessarily the largest.

It is the structure that provides the organisation with the right level of support, leadership and expertise to manage risk effectively and achieve its objectives.

For some businesses, that may be a Health and Safety Advisor supported by external consultants.

For others, it may be a multi-layered team led by a Director of HSE.

The key is understanding where your organisation is today and where it is heading tomorrow.

A well-structured Health and Safety function should evolve alongside the business it supports.

Other resources:

• Health and Safety Recruitment

• Health and Safety Recruitment Agencies: How to Choose the Right Recruitment Partner

• Health and Safety Qualifications Explained: The Complete Employer Guide

• When Does a Business Need Its First Dedicated Health & Safety Manager?

• Health and Safety Salaries UK 2026: Employer Salary Guide

• When Does a Business Need Its First Dedicated Health & Safety Manager?

• Should I Hire a Health & Safety Manager or Head of Health & Safety? (Health and Safety Manager vs Head of Health and Safety)

• Health and Safety Interview Questions That Reveal Real Competence

• How to Write a Health and Safety Job Description (With Examples)

• Health and Safety Job Titles Explained - Employer Guide

• How to Hire a Health and Safety Manager: The Complete Employer Guide

FAQS

How should I structure my Health and Safety department?

The right structure depends on organisational size, risk profile, geographical spread and growth plans. Many organisations evolve from external support to Advisors, Managers and eventually strategic leadership roles as complexity increases.

Should Health and Safety report into HR or Operations?

There is no universal answer. Low-risk organisations may successfully align Health and Safety with HR, while higher-risk sectors often benefit from closer integration with Operations. The most important factor is access to decision-makers and organisational influence.

How many Health and Safety professionals does my business need?

There is no fixed ratio. Risk profile, operational complexity, number of sites and regulatory requirements are often more important than employee numbers.

What is the difference between a Health and Safety Advisor and a Health and Safety Manager?

Health and Safety Advisors are typically more operationally focused, whereas Managers often provide leadership, strategic direction and stakeholder influence.

When should a company hire its first Health and Safety Manager?

Many organisations consider a dedicated Health and Safety Manager when operational complexity, risk exposure or growth outpace the capability of existing arrangements.