#32 BOARD SITE VISITS – HOW TO BUILD RELATIONSHIPS WITH EMPLOYEES

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Building employee relationships

As a company director, you have very little time when you’re conducting a site visit to pull back the curtain and get accurate data of what is really going on. In this post, I will share with you how to best utilise your precious time on site to build trust and make deeper connections with your employees.

#30 2019 DIRECTOR HEALTH AND SAFETY DASHBOARD (DOWNLOAD REPORT)

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2018 Director Health and Safety Dashboard

The Director Health and Safety Dashboard is a collection and analysis of events, trends and insights from the previous year across business, governance and regulatory landscapes in an effort to identify issues and opportunities in leading and governing safe & healthy work that should be on every company directors’ radar for the year ahead. Download your FREE copy of the report here.

#27 GREAT BOARDS GOVERN WITH HEART (CORPORATE CULTURE) – WHAT MAKES A GREAT BOARD OF DIRECTORS (PART 3)

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CORPORATE GOVERNANCE

This is Part 3 in a 3-part series into What Makes a Great Board of Directors Who Lead From Their Heart, by Leading Safe & Healthy Work. This week I’m giving you 3 RED FLAGS that will help you identify, as part of your governance role, that your culture may not be as healthy as you think

#23 Where to Start With Safety Performance Indicators

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lead and lag indicators

When it comes to health and safety reporting there is no blanket template. All businesses have different needs, and you want to make sure to be monitoring what matters to your business. The key to your reporting should be to give you confidence that you’re controlling risk and highlight how health & safety activities are creating value in your organisation. Today I break down the purpose of lead and lag health & safety performance indicators, and how each of them should be used in your reporting.

#18 WHS DUE DILIGENCE – ACCOUNTABILTY AND EXECUTIVE REMUNERATION

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Today we look at how the requirement to draft accountability maps and statements and the deferral of executive variable remuneration under the Banking Executive Accountability Regime can be applied to WHS governance – accountability maps can be a foundation piece in your WHS governance framework and help officers understand who does what; and while the BEAR requires the deferral of executive remuneration, it means very little if WHS is not included in the assessment of overall business performance.