Title:

Corporate Board Health and Safety Governance Committees: Do They Make Any Difference?

Issue Date: Nov-2016
Abstract (summary): A three phase mixed methods study (records research, survey, case analysis) was undertaken to develop understanding of board of director health and safety governance committees (â BHSCsâ ) amongst large market capitalization Canadian public companies, and ascertain their impact on company health and safety performance outcomes. This goal was deconstructed into a series of 12 research questions. The study determined that as of 2010, 58 companies with market capitalizations of $1.5 billion or higher (out of 146) had BHSCs. Forty percent had BHSCs dating back to 2001, and 60% formed BHSCs between 2002 and 2010. Factors accounting for the emergence of BHSCs included legislative changes, liability concerns, risk reduction objectives, corporate social responsibility pressures, emulation of peers, and industry sector guidelines and standards. Approximately 2/3rds of the companies with BHSCs were in mining or oil and gas. Most companies with BHSCs published descriptive information on their structures and processes in annual sustainability reports, and / or in filings with securities regulators. Using those sources it was possible to characterize patterns over the 2001-2010 period in the evolution of BHSC mandates, terms of reference, member composition and characteristics, levels of activity, and governance practices. Information was also available for many companies on occupational health and safety program evolution and injury rates for all or portions of the period 2002-2014. A conceptual framework consistent with available empirical research and theory was created to describe mechanisms whereby BHSCs could be instrumental in the achievement of improvements in company injury rates. Evidence for the existence and operation of those mechanisms was obtained via review of company data, survey responses, and case analyses of three specific companies. The study found evidence of BHSC instrumentality in company health and safety performance improvements, and that the conceptual framework presents a plausible model of this phenomenon.
Content Type: Thesis

Permanent link

https://hdl.handle.net/1807/76574

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