This is the third video in a series hosted by Mango featuring our Partners from across the world.
In this video, we are going to hear the partners thoughts on what makes a good compliance manager. Quite often, everyone thinks they are good and have got qualifications, but does that REALLY make you a good compliance manager?
Watch the video below, and leave your own thoughts on what it means to be a good compliance manager.
Partners featured in this video:
- Nicholas Graham from SRM Consulting - South Africa
- Andrew Thornhill from IRM Systems - Melbourne, Australia
- Sean Banayan from Kaizen Consulting - Auckland, New Zealand
- Laurie O'Donoghue from Total Management and Training - Cairns, Australia
- Gary Patrick from QSM Group - Perth, Australia
- Michael Terry from Momentum Safety & Ergonomics - Australia
- Phil Potter from PKP and Associates - Sydney, Australia
- Chris Docherty from FQM Limited - Scotland, UK
- Richard Burgess from Borne Safety - England, UK
- Jodie Read from Penarth Management - Cardiff, UK
Some key themes across these responses:
- Someone who can get engagement and participation rolling across the company
- The emergence of the QHSE manager can be problematic due to them having to know about ALL the requirements
- Finding people with technical skills with the breadth of the knowledge is very rare (guessing that only 30% of people would have these skills)
- With majority of the HSEQ managers - the 'E' and 'Q' are very small.
- An effective HSEQ manager can articulate the requirements and regulations of the standards in the language of that working group
- The ability to proactively influence high-level management
- The ethics and integrity of this person needs to be on everyone's radar
- People who look to improve business performance using fact-based data
- Have the ability to challenge the status quo (be the annoying person who challenges what is being done and why)
- Someone who has the competence and knowledge, or be able to find where to get this.
- The ability to delegate responsibility to other management positions, rather than take it all on themselves.
- Communication is key.