Organizational Resilience Committee Charter 

(formerly Operational Integrity & Duty‑of‑Care Committee) 
Celestial Point Inc. 

1. Purpose 

The Organizational Resilience Committee (“the Committee”) is a standing committee of the Board of Directors of Celestial Point Inc. (“the Corporation”). The Committee is responsible for safeguarding operational integrity, duty‑of‑care, rights due diligence, and organizational resilience across all programs, initiatives, and stakeholders of the Corporation. 

The Committee exists to ensure that the Corporation’s mission is pursued without foreseeable or preventable harm to people, families, communities, ecosystems, or institutional integrity, particularly in mission‑intensive, research‑driven, and internationally engaged contexts. 

2. Authority and Standing 

The Committee is constituted pursuant to the authority of the Board of Directors and operates as a standing Board committee. 

The Committee is authorized to: 

• Establish, interpret, and monitor Executive Limitations 

• Provide Board‑level oversight of duty‑of‑care, safeguarding, and operational integrity 

• Review, interpret, and escalate material risks, harms, or rights‑related concerns 

• Integrate individual‑ and group‑level insight into system‑level governance learning 

• Partner with advisory, clinical, and subject‑matter bodies as necessary to fulfill its mandate 

The Committee does not manage day‑to‑day operations and does not exercise executive authority. 

3. Operating Alignment 

The Committee operates in formal alignment with the Corporation’s Operations framework, including: 

3.1 Governance Operations (GovOps) 

Oversight of fiduciary accountability, ethical boundaries, executive limitations, escalation integrity, and Board‑level accountability. 

3.2 Human Resources Operations (HROps) 

Stewardship of workforce sustainability, psychological safety, wellness systems, and individual and family duty‑of‑care, including clinical engagement and case management. 

3.3 Risk Operations (RiskOps) 

Risk sensing, preparedness, escalation, recovery, and adaptive learning, including advancement of Risk Literacy for Families. 

This alignment ensures that individual and group engagements, program delivery, and learning are embedded within governance and risk oversight, rather than treated as isolated services. 

4. Committee Composition 

The Committee shall consist of the following roles: 

• Chair: Director of Operational Integrity (Encumbered)

• Vice Chair: Director of Wellness (Encumbered)

• Group Comptroller / Treasurer 

• Secretary: Medical Scribe / Writer 

Clinical and Care Members (Pro Bono) 

• Action & Commitment Therapist 

• Talk Therapist 

• Family Counselor 

All clinical and therapeutic members serve in a pro bono capacity. 

5. Individual and Group Engagements & Clinical Care 

The Committee expressly recognizes that both individual and group engagements are legitimate, necessary, and active components of duty‑of‑care and organizational resilience. 

Clinical and therapeutic members may engage in: 

• Individual case management, and 

• Group‑based engagements, including facilitated sessions, peer support structures, and program‑aligned wellness gatherings, 

when such engagement is reasonably necessary to: 

• Prevent foreseeable harm 

• Address acute or cumulative duty‑of‑care concerns 

• Support stabilization, recovery, preparedness, or continuity of service 

All individual and group engagements shall be conducted in accordance with applicable ethical standards and within defined confidentiality, documentation, escalation, and governance boundaries. Such engagements are used to inform system‑level learning and prevention and shall not substitute for operational management, disciplinary processes, or performance evaluation. 

6. Advisory Process Stewardship Model 

Advisory roles are not limited to a single process. Advisors are assigned explicit stewardship responsibility across one or more lifecycle phases, which may span multiple processes and multiple Operations domains, depending on subject‑matter expertise and mission alignment. 

Each advisory role shall be defined by: 

• Clearly specified lifecycle phase(s) it stewards 

• The Operations domain(s) in which that stewardship applies 

• Identified internal customer(s) affected by that stewardship 

• Formal escalation responsibilities and boundaries 

• A 3–5 sentence role description clarifying scope and limits 

• Explicit designation as a Mission Role or Temporary Placeholder, where applicable 

Process stewardship is distributed, overlapping by design, and intentionally interdisciplinary, reflecting the Corporation’s knowledge‑intensive operating model. No advisor is presumed to hold end‑to‑end ownership of an entire process unless explicitly designated by Board resolution. 

7. Relationship to Advisory Bodies and Programs 

The Committee shall formally partner with the Corporate Wellness Advisory Steering Committee. 

Together, these standing bodies shall govern and support the Corporation’s Corporate Wellness Programs, including but not limited to: 

• In Your Orbit 

• Coffee Anonymous 

Program‑specific sub‑committees may be established by the Committee as necessary, provided such sub‑committees operate within defined governance, clinical, and escalation boundaries. 

8. Strategic Initiative: Strengthen Our Families 

Strengthen Our Families (SOF) is a standing organizational initiative governed by the Committee under its alignment with GovOps, HROps, and RiskOps. 

The initiative exists to enhance family‑level resilience, economic stability, psychosocial well‑being, and preparedness as integral components of duty‑of‑care and organizational resilience. 

SOF formally recognizes families as stakeholders who may experience secondary and anticipatory risk associated with mission‑intensive work, philanthropy, and international engagement. 

9. Campaign: Family Risk Literacy 

Family Risk Literacy is a defined campaign operating under the Strengthen Our Families initiative. 

The campaign is intended to strengthen families’ capacity to: 

• Understand operational, financial, psychosocial, and travel‑related risk 

• Anticipate and prepare for periods of elevated exposure 

• Interpret risk information accurately and responsibly 

• Reduce secondary harm arising from uncertainty, misinformation, or lack of preparedness 

The campaign shall be governed through RiskOps, integrated with HROps for family support and GovOps for escalation, accountability, and fiduciary oversight. 

10. Pro Bono Clinical Roles 

All therapeutic and clinical roles serving the Committee operate on a pro bono basis. 

Pro bono designation: 

• Does not preclude ethical individual or group engagement 

• Does not preclude individual or family case management 

• Ensures non‑commercial, trust‑based care 

• Maintains separation from employment, compensation, or disciplinary authority 

• Preserves clinical legitimacy while protecting governance boundaries 

11. Escalation and Reporting 

Material risks, breaches of duty‑of‑care, or rights‑related concerns shall be escalated: 

• From advisors and clinicians to the Committee 

• From the Committee to the Board of Directors 

• Immediately where imminent or foreseeable harm is identified 

12. Review and Amendment 

This Charter may be amended only by resolution of the Board of Directors. The Committee shall periodically review this Charter and recommend updates as necessary to reflect changes in mission, risk exposure, or operational complexity.