At the NAEM Forum, in a session called “The EHS Manager as a Change Agent,” Don Ritz and Bruce Huber of Barrick Gold argued that EHS professionals can and must view themselves as change agents in organizations, and presented a process similar to the Seven Steps of EHS Integration developed by Redinger EHS.
This process shifts the EHS mindset toward one that is generative and based in vision and alignment, as opposed to a mindset that is reactive and based in compliance. Some of the change agent characteristics that Ritz and Huber identified were: persistence, courage, passion, commitment, ability to leverage, and integrity. Read More
Welcome to the Redinger EHS blog, Strategic EHS. Here, I provide EHS professionals and senior management with cutting-edge ideas and tools to strengthen the EHS function in your organizations.
My focus is integration: helping professionals transition EHS out of the department and into overall business practice—through sound strategy, integrated management systems, metrics and auditing, and high-performance EHS teams. Read More
In his keynote address at the American Industrial Hygiene Conference and Exposition (AIHCE) in Minneapolis, economist and futurist Jeremy Rifkin stated that the most basic human instinct is to embody relationship—that is, to be connected with others. He spoke of the “struggle to be,” and argued that it is imperative to reach out to and connect with others at work, in our communities, and in society as a whole, and to do so with science behind us. He talked about the spatial change that occurred with the first Apollo flight to the moon in July of 1969. For many, Rifkin said, it was a defining moment in life—there was a spatial change in how we viewed the world and ourselves, and an expansion of mindset way beyond ourselves.
In our consulting engagements, we often hear the word “silo” used to describe conditions within the EHS group or the overall company. In this new era, the concept of silos must be reconsidered, as they limit innovation. Read More
Many indicators point to a shift in EHS drivers and thinking. Redinger EHS outlines a few below.
End of the Oil Economy
At the American Industrial Hygiene Conference and Exposition (AIHCE) in Minneapolis, economist and futurist Jeremy Rifkin explained that we are in the twilight of the oil economy, yet have not fully grasped its ramifications, or how it will affect communities and organizations. He spoke about a “third revolution”: radical, new ways of thinking about energy are needed, he argued, based on four pillars—generation, distribution, storage, and communication. He challenged EHS professionals to develop skills to succeed in this new era, skills that are above and beyond core technical skills.
New EHS Drivers
At the NAEM EHS Management Forum in Memphis, “Managing the Green,” keynote speaker Ron Hart, formally with the EPA, suggested that EHS professionals are “asleep at the wheel,” unaware of the fact that a new era of EHS is here. “We are now in an era where EHS has real stakeholder value,” he said. A whole new set of drivers (e.g., climate, population, interconnectivity, emerging economic powers, etc.) is transforming the EHS role in organizations. Read More
Make no mistake about it: We are not in Kansas any more. While the last year has witnessed the decimation of corporate EHS groups in major multinational companies, as well as layoffs and re-assignments, other EHS departments have been unaffected, or in some instances, grown.
The primary difference between these companies has been the degree to which the EHS leadership has been innovative in defining its mission and vision, generating alignment throughout the company, and stepping up to the table with senior executives as partners in achieving the wider organizational mission. Read More