This is the second of several blog posts on the EHS Integration model we’ve developed at Redinger EHS, Inc. Please contact us if you’d like PDF of our white paper on this topic.
EHS Functions are often described in terms of levels of maturity. These can also be called stages of development, levels of development, and so on. It’s common to describe these levels or stages with numerical ranks, such as from 1 to 3 or 5, where level or stage 1 represents lowest level of maturity or development and the highest level represents a high degree of maturity.
The EHS Integration model presented here also presents a continuum of EHS Function maturity. This continuum is called “an EHS Integration Continuum,” with seven levels.
Implementation Dimension
Level I Working on Basic Compliance
Level II Basic Compliance Handled
Level III Some Beyond Compliance Approach Started
Level IV Beyond Compliance Approach in Place and Sustained
Integration Dimension
Level V Integration Started in EHS Team
Level VI Integration Maturing in the Organization
Level VII A New State-of-the-Art
The seven levels are organized in two groups. The first is called the “Implementation Dimension.”[1] The second is called the “Integration Dimension.”
The Implementation Dimension
In this dimension, compliance with regulations or conformance with non-governmental standards is the dominant theme. EHS Functions and actions can be characterized as compliance-based or driven, and can be described as primarily reactive. Performance measurement tends to focus on trailing indicators.
Level I – Working on Basic Compliance
There are issues with achieving basic regulatory compliance. EHS values are not very strong in the organization. There is little to no commitment from senior management to do well in this area. The EHS Function is weak.
Level II – Basic Compliance Handled
Basic EHS regulatory compliance has been achieved. Compliance functions are operating smoothly. A regulatory agency inspection would not find any major violations.
Level III – Some Beyond Compliance Approach Started
There is a sense that better EHS performance can be achieved through means other than simply being in compliance with EHS regulations. Actions have begun to implement some sort of “beyond compliance” approach, such as an EHS management system (e.g. ISO 14001, ANSI/AIHA Z10, VPP, OHSAS 18001), six sigma, behavior based safety, etc. Many pieces, if not all of the approach could be in place and functioning in part of the organization.
Level IV – Beyond Compliance Approach in Place and Sustained
All aspects of the beyond compliance approach are in place. There may be local variation, but there is generally global consistency. With a formal management system, the system has been, or could be registered or certified. The EHS Function is considered very good and competent.
At Levels III and IV, a shift begins toward more proactive actions and metrics that focus on leading indicators. At Levels III and IV, the organization begins to see things differently. A new context begins to emerge for the EHS Function. In organizational learning literature, this would be called seeing things in the “second learning loop.”[2] In this model, as described below, the organization begins to see things in the Integration Dimension.
Moving into the second loop or Integration Dimension can be challenging. Making this transition is a visible topic in current organizational and management science literature. A number of issues have been identified about this challenge.
- One challenge has to do with learning in general and the issues that present themselves when smart and accomplished professionals embark on developing new competencies. While counter intuitive, sometimes we resist learning new capacities.
- Another is structural. That is, organizations are challenged when an attempt is made to modify or change existing structures. There can be resistance to this.
- Yet another is a function of time and resources. In some organizations, people have very full plates with existing activities and can’t make the time to devote to new development work.
A key concept depicted in the EHS Integration model is “Threshold Barrier”[3] which represents a threshold that must be broken through[4] when moving from the Implementation Dimension to the Integration Dimension. The EHS Integration Methodology presents steps for moving through this threshold.
The Integration Dimension
A key difference between the Implementation and Integration Dimensions is context.[5] That is, in the Integration Dimension, there is a new context for the EHS Function where actions are driven by vision and commitment and can be described as generative.[6] [7] Within this new context, central issues such as leadership, accountability, participation, and partnership take on a whole new occurring.
Level V – Integration Started in EHS Team
The EHS professionals and team have transformed their practices to reflect a vision and mission looking from the whole. Actions are not simply proactive, but are generative; they are driven by vision and commitment. There is a new context – a new mindset – created that is not compliance-based. EHS professionals demonstrate leadership in the organization. There is full integration between traditional-compliance-based policies and procedures, the Level IV structures. Commonly the Level IV structures have been revised or modified. The work at Level V is mostly internal to the EHS Function.
Level VI – Integration Maturing in the Organization
The EHS Function goes public with their integration work. In some ways this looks like traditional implementation done at Level III and IV, as presented earlier. But it is different. With the new context created, the EHS team presents things differently, has a coherent framework, and develops new levels of partnerships in the organization.
Level VII – A New State-of-the-Art
EHS values and ethics are central to defining the company’s core values and present a competitive advantage in the company’s marketplace. A direct connection is seen between EHS performance and overall organizational performance. Company personnel are sought by peers as advisors on EHS issues.
EHS personnel think in terms of legacy and what they are leaving behind for the next generation in their organization.
It is common that organizations that appear to be in the Integration Dimension, are still operating within an Implementation Dimension or command-and-control mindset. This phenomenon is seen a bit differently when organizations move into Levels III and IV when implementing a management system, there the implementation takes place within a compliance mind-set as opposed to a systems mind-set.
[1] Dimension. A measure of spatial extent. Extent or magnitude, scope.
[2] Argyris, C. (1992): On Organizational Learning. Blackwell Publishers, Inc. Cambridge, MA.
[3] Threshold. The point that must be exceeded to begin; the outset. Barrier. A structure to bar passage. Something immaterial that obstructs or impedes. A boundary or limit. Something that holds apart.
[4] Breakthrough. An act of overcoming or penetrating an obstacle or restriction. A major achievement or success that permits further progress. Achieving something that was previously unpredictable.
[5] Context. The circumstances in which an event occurs; a setting. The general condition or framework that impact performance.
[6] Generative. Having the ability to originate, produce, or procreate.
[7] An example of this is seen with benchmarking. In the Implementation Dimension, an organization benchmarks best practices to see where they rank against others. In the Integration Dimension, the organization benchmarks to learn the principles of innovation that lead to the best practices.
© Redinger EHS, Inc. (2010)