Communication, compliance, and short corporate memory

Recently, the Thought Leadership Panel have been discussing two topics that will resonate with many OSH professionals: the integration of operational OSH risk with strategic-level business risk, and the meaning, practice, and challenge of “going beyond compliance”. The Panel worked through two familiar scenarios that aspiring professionals may commonly encounter.

These are discussions that get to issues at the heart of professional practice. How communicating risk is as important as assessing it. How prioritising certain risks over others can become an ethical dilemma. How organisational maturity colours every aspect of OSH management.

Here’s what they had to say.

Scenario One: Integrating Risks

You have been asked by your organisational leadership to adapt your OSH risk assessment process so that it fits a 5x5 matrix the organisation prefers for assessing business risk. Currently, local operational risk assessments deal with individual risks and controls, while larger business risks are considered more strategically. You feel the risk methodology being used across the broader business is not being used well. What challenges do you think you would face when integrating?

The importance of integrating systems cannot be underestimated. Using consistent frameworks and tools, such as a standardised risk matrix, enables better decision-making. “If OSH is not part of the risk management conversations at board level,” Andy Morris argues, “there is a risk you lose support."

It also helps the way organisations communicate risk more consistently.

"Adopting the same risk management principles for both health and safety and organisational risk helps create a common language and consistent approach across the whole organisation."

Michelle Stark

Job role: CFIOSH

But, the Panel argued, this doesn’t happen by chance. Presenting operational risks to senior leaders requires concise, business-focused messaging that clearly demonstrates potential organisational and strategic impact.

There is a real emphasis on communication style and skill. "Rather than focusing on the process, focus on the capability of the messenger," David Thomas suggests.

Successful integration is also dependent on organisational maturity. In less mature organisations, there remains a risk that health and safety issues may be deprioritised if they are not given dedicated focus.

Finally, the Panel agreed that risk management must evolve as organisations change. According to Simon Naish, “Corporate memory is the enemy because you're trying to build something that's being constantly eroded like a sandcastle.”

Scenario Two: Going Beyond Compliance

You’re a newly appointed Head of Health & Safety in a multi-site organisation that also has a new CEO. The CEO is unhappy with the health and safety performance of the organisation and wishes to significantly raise the bar on this performance. She wants to achieve more than compliance and wants to make the organisation a great place to work. What are the potential barriers and challenges you will face in achieving a step change in safety performance?

Where organisations are seeking to go beyond compliance, they first need to be clear on what they are aiming for – and where they are currently. Without a clear definition, the phrase risks being applied to activities that should already form part of standard OSH practice.

Andy Morris suggested that, in many ways, "beyond compliance is just another phrase for good practice, while being compliant means doing the legal requirements."

A key challenge the Panel discussed is how organisations can show that they have achieved – or are achieving – compliance in the first place. Establishing a baseline is essential before any meaningful assessment can be made of what ‘beyond compliance’ performance represents.

This is less about implementing additional processes and more about embedding health and safety as a core organisational value. This involves addressing areas where progress has stalled, increasing workforce engagement, and fostering a culture that prioritises continual improvement.

For Tina Morgan, a big part of going beyond requires including people more meaningfully in our work.

"We have to be more consultative, we have to be more inclusive, and we have to see the bigger picture."

Tina Morgan

Job role: CFIOSH

As with the first scenario, the importance of communication and influence is vital.

Finally, the Panel discussed the potential pitfalls and unintended consequences of flagship programmes like these. Programmes linked to targets such as “beyond compliance” or "beyond zero" may, in some cases, inadvertently discourage the reporting or transparency if employees perceive that it will lead to scrutiny or undermine incentives.

Who is on the Thought Leadership Panel?

The Thought Leadership Panel is working to develop practical insights for the profession. These aren’t abstract recommendations. They’re grounded in challenges practitioners face every day. The panel’s work over the next year or so will be to try and find practical actions in response to the issues they raise.

The 12 panel members are: