The capability frameworkHow Directing Safety worksBusiness leaders hold moral beliefs about employee safety and wellbeing (i.e., they are values-driven). Also, business leaders have varying levels of familiarity with ‘duty of care’ legislation (i.e., they are compliance-driven). Some business leaders believe safety stewardship makes good business sense (i.e., they are strategy-driven). The Directing Safety capability framework allows directors to assess their board’s actions on these three dimensions.
Values-DrivenThis dimension covers the degree to which directors draw on the company's values, and their own moral compass, to drive decisions that may affect employee safety and wellbeing.
Compliance-DrivenThis dimension covers the level of literacy and knowledge of the law in relation to employee health, safety and wellbeing, as it applied to directors.
Strategy-DrivenThis dimension covers the degree to which consideration for employee safety and wellbeing is integrated within the corporate strategy of a focal company.
Scoring your capabilityThe four-performance rater capability framework has been designed to help directors benchmark their stewardship of employee safety and wellbeing, and to prompt action planning. Directors are encouraged to re-assess using the tool, as part of an annual review, to guide strategy.
Values-Driven
Compliance-Driven
Strategy-Driven
Integrative
Directors embed a values-based moral belief system into corporate decision-making that affects employee safety and wellbeing.
Directors embed a high level of due diligence in their stewardship of employee safety and wellbeing.
Directors embed safety excellence in corporate strategy and use it as an integral strategic tool. Such leaders have well developed trusting relationships within internal and external stakeholders.
Proactive
Directors have a values-based moral belief system that informs corporate decision-making that affects employee safety and wellbeing.
Directors show due diligence in their stewardship of employee safety and wellbeing.
Directors prioritise safety excellence and incorporate it as part of company strategy.
Calculative & reactive
Directors only use a values-based moral belief system in corporate decision-making where considered possible and/or desirable
Directors are aware of their due diligence in their stewardship of employee safety and wellbeing.
Directors balance a focus on safety against market drivers in setting company strategy.
Requiring further development
Directors do not use values in corporate decision-making that affects employee safety and wellbeing.
Directors are not fully aware of their required due diligence in relation to employee safety and wellbeing.
Directors prioritise profit ahead of safety. Safety is considered as a cost.
Values-Driven
IntegrativeDirectors embed a values-based moral belief system into corporate decision-making that affects employee safety and wellbeing.
ProactiveDirectors have a values-based moral belief system that informs corporate decision-making that affects employee safety and wellbeing.
Calculative & reactiveDirectors only use a values-based moral belief system in corporate decision-making where considered possible and/or desirable.
Requiring further developmentDirectors do not use values in corporate decision-making that affects employee safety and wellbeing.
Compliance-Driven
IntegrativeDirectors embed a high level of due diligence in their stewardship of employee safety and wellbeing.
ProactiveDirectors show due diligence in their stewardship of employee safety and wellbeing.
Calculative & reactiveDirectors are aware of their due diligence in their stewardship of employee safety and wellbeing.
Requiring further developmentDirectors are not fully aware of their required due diligence in relation to employee safety and wellbeing.
Strategy-Driven
IntegrativeDirectors embed safety excellence in corporate strategy and use it as an integral strategic tool. Such leaders have well developed trusting relationships within internal and external stakeholders.
ProactiveDirectors prioritise safety excellence and incorporate it as part of company strategy.
Calculative & reactiveDirectors balance a focus on safety against market drivers in setting company strategy.
Requiring further developmentDirectors prioritise profit ahead of safety. Safety is considered as a cost.
