There is a renewed political and economic appetite to increase personal accountability for putting workers’ health and safety at risk and to hold directors responsible for such infractions with the threat of criminal penalties – including imprisonment. Such interest has predictably resulted in Occupational and Environmental Health and Safety (OEHS) practitioners receiving increased attention by leadership at most organizations.
The need to comply with overwhelming volume of legal obligations and frequent legislative updates tends to focus OEHS practitioners on the granular detail. The evolving landscape represents a significant opportunity for OEHS professionals to implement a model designed to deliver the level of excellence that can improve the overall business and enable good risk governance. At the same time, these practitioners can better address the challenge of reducing the administrative bottom line.
A truly effective OEHS management model incorporates sustainable excellence with social responsibility and risk governance. It also brings together an integrated wholeness of vital elements and enhanced performance of OEHS programs that increase productivity, reduces risk and liability, and protects business. The key components to OEHS governance include:
Assurance and Improvement
Framework and Systems
It is hard to find businesses that have this right mix from top down and bottom up arrangements. The following paper explores the factors that influence the relationship between sustainable excellence, social responsibility, and risk governance and how best to integrate the model in OEHS performance management.
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