Incident Reporting Procedure
I agree with Tony Walton. The longer you have been in safety, the more you realise there are only two things that actually make a difference: Leadership, and safety routinely being part of communication and discussion. Even becoming something of a consensus.
Whenever we hear ourselves saying "this piece of paper or that method didn't work", what we are really saying is "We provided a boat but nobody rowed it. Never mind there was an absence of someone called the coxswain, nobody used our lovely boat. It was right there in their faces AND we put up signs!"
We fish around for "systems that work" but systems only work when there are people who enroll and inspire others every day. Perhaps remorselessly if necessary.
I like car analogies. Anyone can buy a car if they have the resources. But it doesn't become a car until it has oil in the sump, fuel in the tank, a competent driver with a road map or route to take, checks, inspections, maintenance and last but not least, some "owner" who makes it their business to ensure all that stuff happens. Failure or non-existence of any of those sub-systems leads to the car grinding to a halt. Or never starting.
Catherine essentially identified the problem with her "car". My senior manager disagrees and likes the current set up. I'm not judging who is right or wrong, but all replies apart from Tony's are offering ideas about systems.
It's no good offering the "car owner" a new coat of paint if they don't see the need.
I'd be interested to know at what level (if any) that person is engaged in health and safety, or how they delegate it. Do they have goals for it? What duties do they have, or are they aware of them? Do they require line managers and supervisors to be pro-active in safety? Because "What interests my boss fascinates me". Are they content to just keep a lid on things?
Maybe they are a supporter and therefore actively involved. In that case, some carefully chosen questions about the opportunities of "Oh shit" moments might help. How about "This (photo) was what happened. No one was hurt, but as you can see, it could have been very much more nasty".
Whatever is done, there has to be an understanding and agreement with the boss first. Actions taken on near misses or workers' grizzles does more to gain engagement and consensus than a thousand pieces of paper.