Table 2 Result of the Qualitative Content Analysis for OHM-CSR interfaces and concerns mentioned
Node | Main Category | Subcategory | Text example (direct quotes) |
|---|---|---|---|
Existing interfaces & Interfaces that should be established | Structural | Joint actions | […] a corporate run and kilometres. Then, the business gives something for social projects (CB213, organisation, department director). |
Overlap of responsibilities a) in the same department b) for the same person | The person responsible for OHM reports to my colleague who is responsible for ‘sustainability’ in the other business unit. (VU04, company, head of Corporate Responsibility (CR) and Sustainability) | ||
Extension of the health circle or CSR-board | Sure, someone from human resources also takes part in our task force ‘sustainability’. (VU08, company, responsible person for sustainability management). | ||
Strategic | Standards and certification | […] the sustainability codex […] says that we […] have a global, holistic Health Management (HU08, company, OHM representative) | |
In general | […] if one wants to have the external image of an absolutely ‘clean’, superb company, then Occupational Health Management in my view belongs right at the front. (CS22, business partner, human resource manager) | ||
Cultural | Corporate philosophy | However, in any case a company’s or company manager’s catalogue of values has an influence on health again and again […] (CB212c, institution, representative of a statutory health insurance) | |
Health as part of the leading principle “social responsibility‘ | If there is any opportunity at all to sensitise large groups [in that case: millions of employees in Germany] for the subject of ‘health’, then only in the workplace (HU40, company, OHM representative; cf. HB41, business partner, not specified). | ||
Open concerns & Reasons for no existing/ planned interface | Structural | Lack of resources | [CSR and OHM] are different communities and there one has to establish a platform, and this costs money. I mean, time is money. (CB210, government institution, occupational safety) |
No appropriate internal structures and/ or knowledge in the company | So, for us in a first step it actually is about […] creating structures by means of which we also can systematically take care of the health issues of our employees in the future. (HU39, company, OHM representative) | ||
Location of OHM and CSR at different operational levels | CSR is managed from the United States [WHP is based in Germany]. (CS25, business partner, head of human resources) | ||
Strategic | Lack of overlapping stakeholders | Health Management and Promotion often concerns the own employees and their families, but CSR addresses a larger group. (VB07, organisation, responsible person for Social Security) | |
OHM not primarily a company task | [Such an interface] must be implemented on a macrosocial level. […] A frame must be provided that enables companies [to take up responsibility in CSR and OHM]. (VB07, organisation, responsible person for Social Security) | ||
Cultural | No practical implementation of the corporate philosophy | [OHM] is part of the CR-strategy: employees. Does it reach me in everyday life if I ground it now just on how the CR-representative approaches me or the other way round? Then, I have to say: felt not at all. (CU210, company, employee of the human resources department with responsibility for OHM) |