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.
Technically, a director joining a board today will not be responsible for decisions made prior to their joining. However, problems may arise in the future as a result of those earlier decisions. There are plenty of tools out there to assist Directors in conducting their due diligence before joining a board, but very little on what to look for in terms of workplace health & safety. So, when you are actively seeking to join a board of directors or you have been approached to join a board, there are a few things I suggest you should consider.
This week I examine why respondents to the latest Australian Institute of Company Directors, Director Sentiment Index survey, didn’t nominate health & safety as something that keeps them awake at night, and why they think health & safety has too much red-tape that hinders productivity.
Have you ever wondered what makes your organisation different to those that have experienced tragic health & safety incidents? In this week’s post I walk through some of the myths directors have in executing health & safety governance.
This is Part 3 in a 3-part series for Directors on their role in the boardroom to govern and lead mentally healthy workplaces. In this post I highlight how directors can influence the mental health of their organisation, through their relationship with the CEO.