Bringing pressure risk onto the board agenda
Frame pressure through the operational outcome it threatens. A board needs a decision about risk and resources, not a general wellbeing update.
The performance question
Avoidable performance loss can appear as delayed approvals, unreliable cover or critical work dependent on sustained extra hours. Identify the relevant exposure and the control management proposes. Keep personal health information out of the board pack unless necessary and lawfully handled.
What the evidence supports
FRC Principle O addresses risk management and internal controls, while Principle E concerns workforce practices and the ability to raise concerns. The Code applies to specified listed companies. Other organisations may adopt its principles proportionately, but should not misstate its legal scope.[1]
A practical approach
Add a concise item to the existing risk cycle: exposed process, evidence of demand, consequence, current control and decision needed. Name an executive owner and review date. Connect the proposal to strategy or continuity so the board can weigh resources and alternatives rather than receive an unstructured collection of activities.
How to review progress
Check whether board decisions produced implemented controls and whether the exposure changed. Record unresolved uncertainty and further evidence required. Avoid creating a separate people risk forum if the existing governance route can provide effective oversight.
Sources and references
- UK Corporate Governance Code 2024 Opens in a new tab
Financial Reporting Council
Application; Principles A, E, F, I, J and O; Provisions 2, 5, 6, 17, 28 and 29