Corporate Safety Governance stresses on the need of management intervention to address the issues related to health and safety for the proper functioning of an organisation. High level of health and safety performance is directly linked to business excellence. This presentation will give you a clear understanding of corporate safety governance and the role of leadership, safety governance pathway, safety culture and factors contributing towards good safety culture within an organisation.

1. Corporate Safety Governance and
the role of leadership
Business Management Advisory & Training

2. about the presentation
Corporate safety Governance stresses on the need of management
intervention to address the issues related to health and safety for proper
functioning of an organization . High level of health and safety performance is
directly linked to business excellence.
This presentation will give you a clear understanding on Corporate Safety
governance and Role of Leadership , safety governance pathway, safety culture
and factors contributing towards good safety culture within an organization.
www.consultivo.co.in

3. www.consultivo.co.in
Now on the subject:
Corporate Safety
Governance and
Role of
Leadership
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4. Safety Governance Pathway
Transactional Compliant Focussed Proactive Integrated
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5. Transactional
• Safety is some one else’s responsibility
• Sr. Management gets involved only when some incidents occur
• No clear health & safety vision across the organization
• No clear understanding that good safety means good business
• Health and Safety is not a part of the annual Performance
reporting
• Production gets priority over health and safety
Transactional Compliant Focussed Proactive Integrated
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6. Compliant
• Compliant to legislation requirements is the main driver
• Legal requirements forms the basis of safety Governance
• Safety Policy and procedures are in place but not in sync
• with the priorities set by the leadership
• Only lagging indicators are used for reporting safety
performance
Transactional Compliant Focussed Proactive Integrated
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7. Focussed
• Sr. Management ask detailed questions on the root causes of
incidences
• Realization that mere compliance to legal requirements is not
enough
• A Health and Safety vision is articulated, and communicated
• Roles and responsibilities are clearly defined
• Health and Safety Management system is in place
• The organization reports both leading and lagging indicators
Transactional Compliant Focussed Proactive Integrated
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8. Proactive
• Leadership helps to establish a strong safety culture
• Emphasis is on pre-empting problems rather than reacting to the
same
• A proactive approach to safety Governance is driven by the leadership
• Personal commitment from the top leadership become visible
• Annual Health and Safety improvement plans are made with adequate
budget provision
• Both lagging and leading indicators are reported
Transactional Compliant Focussed Proactive Integrated
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9. Integrated
• Top leadership seek to understand the safety impact of every
decision made
• Safety Governance is completely integrated into the overall
governance of business operation
• A clear understanding that high level of HS performance is directly
linked to business excellence
• Free flow of communication both bottom up and top down and
complete trust among the major stake holders
• The senior health and safety professionals recognize their role a not
just a technical position but one with a significant strategic focus on
the business
Transactional Compliant Focussed Proactive Integrated
www.consultivo.co.in

10. M.
level
Description Involvement Symptoms Actions
5 Integrated
People led
W-100%
M- 100%
Safe working culture prevails. Every one is
responsible . There is Mutual trust and
interdependence. Free flow of information
Invest in training and awareness. Create
atmosphere of innovation. Reward and
recognition of good work. Sustain the gain
achieved so far.
4 Proactive
Management Led
W- 30%
M-70%
Systems become more predictive. Continual
improvement in OHS is visible.
Lagging and leading indicators are reported
and show positive results
Facilitate developing a safe work culture in
the organization. Introduce BBS training.
Improve communication
3 Focussed
System led
W- 20%
M-50%
Frequency and severity rates decline.
Responsibility matrix clear and specific.
Event analysis are made as a routine and
accountability is there.
Set challenging OHS targets and realization
plans . Monitor OHS parameters periodically.
Introduce Regular audit and safety
inspection. Review OHS performance
periodically.
2 Compliant
Regulation led
W -10%
M -25%
Incident rates are still high. Most of the
suggestions and ideas remain on paper.
Lack of resources. Resistance to change.
Old habits persists.
Introduce OHS management system.
Commit resources and articulate
management vision. Communicate OHS
related matters to the stake holders.
1 Transactional
Regulation led
W-5%
M-10%
High incident rate. Censured and penalized
by regulatory bodies. Lack of awareness at
all levels and rampant blame game. Poor
documentation. People are unaware of
hazards they are exposed to. Production
gets priority over safety.
Introduce OHS Policy, legal registers and
other basic documentation. Organization
structure and responsibilities Employee
Training and awareness. Introduce HIRA
and implement controls. Incident recording,
investigation and corrective actions.
Safety Governance Maturity Grid

11. M. level Description Involvement Symptoms Actions
1 Transactiona
l Regulation
led
W-5%
M -10%
High incident rate.
Penalized by regulatory
bodies is a matter of
fact. Lack of awareness
at all levels and
rampant blame game.
Poor documentation.
People are unaware of
hazards they are
exposed to. Production
gets priority over safety.
Introduce OHS Policy, and
other basic
documentations Overhaul
the Orgn. structure and
responsibility matrix.
Initiate employee Training.
Introduce HIRA and
implement controls.
Ensure Incident recording,
investigation and
corrective actions.
Safety Governance Maturity Grid
What is
happening?

12. M. level Description Involvement Symptoms Actions
2 Compliant
Regulation
led
W -10%
M -25%
Incident rates are still
high. Most of the
suggestions and ideas
remain on paper. Lack
of resources. Resistance
to change. Old habits
persists.
Introduce OHS
management system.
Commit resources and
articulate management
vision. Organize intense
Communication of OHS
related matters to the
stake holders.
Safety Governance Maturity Grid
We have
problems
here but
don't know
why.

13. M. level Description Involvement Symptoms Actions
3 Focussed
System led
W- 20%
M-50%
Frequency and severity
rates decline.
Responsibility matrix
clear and specific. Event
analysis are made as a
routine and
accountability is there.
Set challenging OHS
targets and realization
plans . Monitor OHS
parameters periodically.
Introduce Regular audit
and safety inspection.
Review OHS performance
periodically.
Safety Governance Maturity Grid
Problems are
there but we
know the
reasons.

14. M. level Description Involvement Symptoms Actions
4 Proactive
Manageme
nt Led
W- 30%
M-70%
Systems become
more predictive.
Continual
improvement in OHS
is visible.
Lagging and leading
indicators are
reported and show
positive results
Facilitate developing a
safe work culture in the
organization. Introduce
BBS training. Improve
communication
Safety Governance Maturity Grid
Things are
within our
control and
we know
why.

15. M. level Description Involvement Symptoms Actions
5 Integrated
People led
W-100%
M- 100%
Safe working culture
prevails. Every one is
responsible . There is
Mutual trust and
interdependence.
Free flow of
information
Invest in training and
awareness. Create
atmosphere of innovation.
Introduce positive
reinforcements to the
environment of safe work
culture to sustain the gain
achieved so far.
Safety Governance Maturity Grid
Safe working is
a matter of
habit here.
Exceptions are
extremely
rare.

16. The Safety Culture of an organisation is the product of the
individual and group values , attitudes,
perceptions, competencies and patterns of behaviour that
determine the commitment to, and the style and
proficiency of, an organisation’s health and safety
management.
Safety Culture
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17. Visible
Invisible
Behaviours Habits
customs
Collective mindset
Attitudes
Perceptions
Expectations
Values
Beliefs
Safety Culture
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18. Safety Culture
Situational aspects
‘What the organisation
has’
Behavioural
aspects
‘What people do’
Psychological aspects
‘How people feel’
Policies, procedures,
regulation,
organisational
structures, and the
management systems
Can be described as the
‘Safety Climate’ of the
organisation, which is
concerned with
individual and group
values, attitudes and
perceptions
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19. • Visible Management Commitment
• Open and clear Safety Communication
• Prioritise Safety over Production
• Make it a Learning Organisation
• Focus on anticipating and pre-empting
problems rather than reacting to it
• Ensure cent per cent employee participation in Safety
• Ensure adequate resources for Health and
Safety improvement programmes
Factors contributing towards good safety culture
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20. • Discourage Risk-Taking Behaviours for shot term gains
• Reward competence to work safely over getting it done at
any cost
• Ensure Good Contractor Safety Management
• Establish trust between management and frontline
employees
Factors contributing towards good safety culture
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21. Inspiring Excellence
What Consultivo does?
Consultivo is an international advisory firm involved in the field of
Responsible Business, Business Excellence and Risk Management.
1
Audit &
Assurance
Identifying the
gaps in a
system against
standard(s) and
requirement. to
meet
compliance and
facilitate
improvement.
2
Consulting
& Advisory
Supporting &
handholding
organisations
to solve their
problems and
to meet the
gaps identified
during the
assessment or
any other audit.
3
Training &
Capacity
Building
Empowering
people to
perform their
duties
effectively and
efficiently.
4
Research &
Study
Consultivo rese
arches are
carried out by
the industry
veterans and it
is backed up by
subject matter
experts (SME)
and academic
prudence.
www.consultivo.in
Consultivo services in
Environment Health
& Safety
Environment
Health &
safety
People
ExcellenceFood Safety
Social
Compliance
Quality &
Business
Excellence
Information
Security
• Safety Audit
• Electrical Safety
• Chemical Safety
• Construction Safety
• Fire Risk Assessment
• Contractor Safety
• Logistics Safety
• Process Hazard Analysis
• Behaviour Based Safety
• Emergency Preparedness and Response
• OHSAS 18001
• Workplace Stress
• Accident Investigation
• Ergonomic Survey
• EHS Legal Compliance
• EHS Due Diligence
• Water Management
• ISO 14001- EMS