We ‘buy in’ to the Board’s strategic plan

We contribute to the development and review of the strategic plan.

We devote time and resources to achieving our strategic priorities.

We prioritise our governance role while acknowledging that, given scheme structure, we occasionally have to take on management tasks. We share any management tasks among directors or delegate them as appropriate.

We maintain confidentiality

We do not share nor discuss sensitive information outside our Board meetings.

We follow the Board policies/processes as they relate to feedback and/or complaints from individual members. 

We maintain a current knowledge of the scheme and its community

We participate in Board induction processes and undertake professional development proactively.

We keep updated on all aspects of scheme performance and service delivery.

We stay informed about investment market developments, superannuation legislation and governance best practice.

We remain familiar with the scheme’s public and regulatory documentation.

We prepare fully for meetings

We read all Board intra-meeting correspondence and papers prior to Board meetings and come prepared to contribute to discussions and make decisions.

We question assumptions and exercise independent judgment

We identify when we do not understand issues facing us and/or information provided, and we question assumptions wherever necessary.

We accept and fully explore expressions of opinion, but seek to make judgements based on facts supported wherever possible by data.

We carefully consider member interests over personal ideology or loyalty.

We actively engage in discussions respectfully and contribute constructively

We are all entitled to ‘a voice’. 

We discuss  rather than argue, using curiosity instead of confrontation, and we acknowledge fellow directors’ possibly diverse viewpoints.

We build on one anothers’ ideas. 

We acknowledge and draw on the expertise and experience of fellow directors and seek expert advice to inform our decisions.

We turn to agreed processes (e.g. motions, committee input, further analysis) to resolve differences and impasses.

We accept the Chair’s role to facilitate balanced dialogue and expect them to summarise arguments impartially.

We work considerately and respectfully

We allow fellow directors to speak without interruption and give them our full attention. 

We maintain a respectful tone and open body language. 

We offer constructive feedback and make this privately, if possible, and never in a manner that causes embarrassment.

We ‘play the ball not the player’.

We seek to ask open-ended questions wherever possible.

We record dissenting views in Board minutes where appropriate, without attaching blame.

We understand that tension can linger after difficult discussions and we debrief as a Board as appropriate.

Loyally support Board decisions

We publicly support Board decisions.

We raise ongoing concerns through the Chair or proper channels — not through side conversations. 

We document Board decisions clearly, detailing areas discussed and reasons for decisions taken. 

We evaluate our performance as a Board and our contributions as individual directors annually.