Definitions of the categories used to analyze the findings
| Category | Definition: activities demonstrating that the board … |
|---|---|
| Competence | … understands OHS issues and continually develops skills and knowledge |
| Roles and responsibilities | … respects their legal responsibilities and understand their role; including duty to stakeholders and risks OHS issues may pose |
| Culture | … upholds key values and cultural standards by leading from the top, acting as ambassadors, taking ownership, maintaining communication and facilitating openness |
| Strategy | … take strategic leadership of the company, showing responsibility for the agenda and understanding risks and opportunities that might compromise values and standard (i.e. culture) |
| Performance management | … defines key objectives and targets, and creates incentive structures for executives supporting OHS performance |
| Internal controls | … ensure operative risks are managed and controlled and that there is compliance to core standards, as well as enabling auditing or whistleblower functions |
| Organizational structures | … structurally integrate OHS governance into main corporate governance structures, into different sub-committees, or into a separate OHS committee |
| Category | Definition: activities demonstrating that the board … |
|---|---|
| Competence | … understands OHS issues and continually develops skills and knowledge |
| Roles and responsibilities | … respects their legal responsibilities and understand their role; including duty to stakeholders and risks OHS issues may pose |
| Culture | … upholds key values and cultural standards by leading from the top, acting as ambassadors, taking ownership, maintaining communication and facilitating openness |
| Strategy | … take strategic leadership of the company, showing responsibility for the agenda and understanding risks and opportunities that might compromise values and standard (i.e. culture) |
| Performance management | … defines key objectives and targets, and creates incentive structures for executives supporting OHS performance |
| Internal controls | … ensure operative risks are managed and controlled and that there is compliance to core standards, as well as enabling auditing or whistleblower functions |
| Organizational structures | … structurally integrate OHS governance into main corporate governance structures, into different sub-committees, or into a separate OHS committee |
Source(s): Adopted from Boardman and Lyon (2006)