Performance Archives - Samantha McGolrick

#23 Where to Start With Safety Performance Indicators

Director, Executive, Governance, Performance, Remove the Excuses, Reporting

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 – Accountability and Executive Remuneration

Governance, Leading Safe & Healthy Work from the C-Suite, Leading Safe & Healthy Work in the Boardroom, Performance, Remove the Excuses

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.

#5 Do Executive Incentive Schemes Effectively Drive Positive Health & Safety Performance?

Leading Safe & Healthy Work from the C-Suite, Leading Safe & Healthy Work in the Boardroom, Performance, Remove the Excuses

health and safety and executive incentive schemes

This is Part 3 in a 3-part series dissecting the 2016 Citi Research Safety Spotlight Report. Given that cultural change is fostered through the influence of climate and an organisation’s safety climate is shaped by management’s policies, behaviours, attitudes and decisions, this provides a compelling argument for close attention to the structure and content of those incentives used to motivate boards and senior managers. As suggested above, ‘what get’s measured (and incentivised) get’s managed’.