Social safety is high on the agenda of many organisations. And rightly so. Those who only look at formal structures, codes of conduct and reporting procedures often miss what really happens in day-to-day practice. It is precisely in the boardroom and at the top of the organisation that it becomes visible how safe people feel to speak out, contradict each other and put sensitive issues on the table. For companies and institutions, this is not a soft topic. It touches directly on the quality of decision-making, the exemplary role of leadership and trust in the organisation.
Scientific publications show that social safety in the boardroom is not only about preventing incidents, but also about an environment in which people feel free to speak out and in which open communication, mutual respect and connectedness are leading in decision-making. That safety starts with attention to the unsaid, because effective governance performance depends on a "smooth exchange of information and knowledge" and is therefore influenced not only by what is literally said, but also by what is implied, how something is put and what assumptions the receiver of the information has in doing so. In addition, these publications show that diversity only gains real value when all directors can actually participate in the conversation, because just having a "seat at the board table" does not mean that underrepresented directors are fully heard. Also, there is "no one-size-fits-all approach" for dealing with dissent. What works depends on the composition, dynamics and context of the board and requires a board that is aware of this and "actively creates a positive context".
TK can support organisations in this in various ways. We help with
- assessing governance issues around social safety,
- honing internal frameworks and codes of conduct; and
- providing legal and practical guidance on signals, reports and investigations.
We also support management, supervision and HR in designing processes that are not only legally sound, but also contribute to a culture in which people actually feel safe to speak out. In doing so, we always look at the concrete context of your organisation, because the literature shows precisely that customisation is necessary.
More information.
Would you like to know how your organisation can better embed social safety at the top, or do you need advice on signals of tension, exclusion or undesirable behaviour within the board, supervision or management? Then contact René Nieuwmans or one of the other professionals. We will be happy to think with you about an approach that is legally rigorous and works in practice.
