Safety in the boardroom : Opening keynote address, Safeguard 2015

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@kirs-nferguson | #Safeguard2015 @kirs-nferguson | #conferencename

The game changer : Safety in the boardroom Dr Kirs-n Ferguson

www.orbitasgroup.com

@kirs-nferguson | #Safeguard2015

@kirs7nferguson #Safeguard2015

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Opening address

• Safety governance frameworks • Safety leadership in the boardroom • Opportuni-es for safety professionals • Ques-ons


“The board did not provide effec-ve health and safety leadership and protect the workforce from harm. It was distracted by the

financial and produc-on pressures that confronted the company.”

Royal Commission on the Pike River Coal Mine Tragedy,

2012; p. 18

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Introduc7on

• Gaining aXen-on for safety in the boardroom •  Impact of new legisla-on • Role of lawyers • Eleva-ng discussion beyond compliance

@kirs-nferguson | #Safeguard2015 @kirs-nferguson

Corporate Governance

Leadership Workplace Safety

Safety leadership and safety governance

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Safety governance frameworks


Safety governance

Safety governance is the rela-onship between board members and senior execu-ves in the safety leadership of an organisa-on. It provides: •  the structure through which the vision and commitment to safety is set; •  agreement on how safety objec-ves are to be aXained; •  a framework for how monitoring performance is to be established; •  and processes in which to comply with relevant legisla-on.

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Safety governance pathway

Transac-onal Compliant Focused Proac-ve Integrated



Stage 1

Transac-onal


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Stage 2

Transac-onal Compliant



Stage 3

Transac-onal Compliant Focused


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Stage 4

Transac-onal Compliant Focused Proac-ve



Stage 5

Transac-onal Compliant Focused Proac-ve Integrated


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Safety leadership in the boardroom


Vision

Personal commitment

Decision making

Transparency

Safety leadership for boards

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Vision

Vision is the ability of a senior leader to publicly ar-culate shared safety goals that resonate across all levels of an organisa-on. Senior leaders demonstra-ng vision will inspire others, set high standards for safety behaviours, establish safety expecta-ons and solicit commitments to safety from others.

Examples •  Ensure the CEO primarily, and Chair where appropriate, reinforce the company safety vision

•  Demonstrate safety leadership when on site visits or in the office through authen-c engagement with employees on safety issues

•  As a board, acknowledge and accept the role of the board in safety and support the CEO and senior execu-ves in their safety leadership


Personal commitment

Personal commitment is a sincere, visible and genuine dedica-on to workplace safety that demonstrates care for the safety and welfare of others. Senior leaders with a personal commitment to safety exemplify a posi-ve adtude towards safety, role model safe behaviours and help solve safety issues on behalf of employees.

Examples •  Include commitment to safety in board charter •  Ensure safety vision exists and is communicated regularly and widely •  Ensure safety vision aligns with, and supports, company values •  Ensure board and senior execu-ves accepts, promotes and communicates concept of ‘safe produc-on’ and that all decisions from the board are consistent with that message

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Decision making

Decision making promotes sound assessment of safety issues while also providing an opportunity for open communica-on between all levels of an organisa-on. Senior leaders promo-ng decision making ensure safety concerns are heard and employees are included in safety planning processes.

Examples •  Establish board sub-‐commiXee focused on safety maXers.

•  Ensure regular, robust and meaningful safety repor-ng of company safety performance.

•  Encourage senior execu-ves to think strategically about safety and not just as a source of sta-s-cal analysis.


Transparency

Transparency refers to senior leaders being open to scru-ny of safety performance through monitoring and communica-ng the effec-veness of safety ini-a-ves. Leaders demonstrate transparency through formal and informal communica-ons, which celebrate safety successes, as well as openly communicate safety challenges as they emerge.

Examples •  Ensure a range of lag and lean indicators are reported and disclosed to stakeholders

•  Develop open communica-on with other companies to enhance best prac-ces in safety

•  Introduce safety focused KPIs for all senior execu-ves

•  Include team safety performance within the execu-ve remunera-on system

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Opportuni7es for safety professionals


Opportuni7es (and challenges)

•  Integrate safety with business strategy • Understand the context of your business environment •  Iden-fy the safety governance maturity of your board • Raise visibility in the boardroom • Help educate directors • Design site visits effec-vely • Enhance safety repor-ng

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Ques7ons?

Dr Kirs7n Ferguson E: [email protected] W: www.orbitasgroup.com


Safety in the boardroom : Opening keynote address, Safeguard 2015

Leadership & Management

Transcript of Safety in the boardroom : Opening keynote address, Safeguard 2015