Employee engagement is a cornerstone of integrated EHS management systems, but an ongoing challenge in EHS and sustainability efforts. David Zinger addressed this topic during his session at last week’s 19th Annual NAEM Forum in Tucson.
When developing and implementing an EHS and sustainability initiative, Zinger stressed, each person must be able to voice his or her opinion and be listened to. “Never do anything about me without me if you expect me to be engaged,” he said. “If you want them to be on the same page, they need to be able to write on the page.” Read More
EHS auditing is a dynamic process that requires stakeholder input for success. Speakers emphasized this point during a breakout session at the 19th Annual NAEM Forum, which focused on the innovative practices that several companies are using to deliver maximum effectiveness and efficiency.
The speakers presented highlights from the recent International Audit Protocol Consortium’s survey on EHS audit practices: roughly 60 percent of respondents indicated a high rating for detecting regulatory non-compliance; 50 percent for management system conformance; 50 percent for benefit of audit results to the audited operation; and less than 50 percent for benefit to external stakeholders.
I attended an excellent session this afternoon at the 19th Annual NAEM Forum on management of change (MOC), during which speakers presented sound advice and insights regarding EHS/S MOC management issues. Some highlights are below.
There are various types of management of change. These commonly include changes in processes, regulations, personnel, locations (M&A), and priorities and attitudes. Read More
Organizational risk management has evolved from a singular focus on financial risk to a broader perspective that includes enterprise-wide and non-financial risks. Approaches such as enterprise risk management, strategic risk management, and value risk management are morphing into an area called “non-financial risk management (NFRM).” A paradox in this arena is that even though risk management is important, it is fragmented, siloed, and poorly integrated in companies. NFRM frameworks are weak or non-existent.
A solution to this paradox can be found right down the hall in the EHS/S (environmental, health, safety, and sustainability) department. But because of the historic focus on regulatory compliance, the decades of risk-management experience that the EHS/S function has often goes unnoticed.
Click here to read full post on the NEAM Green Tie Blog.
Initial findings have begun to surface from the 3rd Annual MIT Sloan Management Review and Boston Consulting Group (BCG) Annual Sustainability and Innovation Global Executive Survey, which had over 4,700 respondents. In an earlier post, I discussed some of the findings that Martin Reeves shared last week at the CR Commit Forum 2011 in New York City. The current issue of the Sloan Management Review presents more findings and indicates that the full report will be available next winter.
An important finding is that while sustainability is an important issue in organizations, it is not a top near-term priority. As Reeves indicated in his keynote, companies are concerned about short-term volatility and, to some extent, survivability. The top three challenges reported for the next two years are: innovating to achieve competitive differentiation (46 percent); growing revenues (45 percent); and reducing costs and increasing efficiencies (41 percent). Fourteen percent indicated that responding effectively to threats and opportunities of sustainability was a challenge. Read More