Hold on to your seat! ISO recently published a new management system plug-in, with an addition to its 10000 series of guidance documents on quality management. The new standard is called Quality Management – Guidelines on People Involvement and Competence – ISO 10018:2012. It was published on September 1, 2012. The standard states that is intended to support ISO 9001 implementation, and that it also can facilitate “people’s involvement” in other management systems, e.g ISO 14001, 50001, 28000.
Beyond the direct ISO management system implications, my sense is that ISO 10018 will help organizations that been adverse to establishing competency criteria in EHS/S, as well as other areas. Read More
Generation Flux is a new distinction introduced in several recent Fast Company (FC) articles. This notion builds on terms, such as, Gen X, Gen Y, and Millennials, used broadly to describe generational characteristics. I learned about this evolving idea at the AIHA Fall Conference this past week in San Antonio.
This term, coined by FC’s editor, Robert Safian “is less a demographic designation than a psychographic one: What defines GenFlux is a mind-set that embraces instability, that tolerates – and even enjoys – recalibrating careers, business models, and assumptions.” Safian’s articles provide an overview on how numerous large traditional organizations (e.g. Nike, GE) and newer, smaller start-ups are embracing Generation Flux.
The importance of water cannot be over estimated. It is of course essential to life. Many businesses have known for some time that it is essential to their products and production process. From an ISO 14001 perspective, companies often list water as a significant aspect. From a business continuity perspective, many companies have identified water (or lack of) as a significant BC threat.
Since my post on July 19, I have been writing short pieces about the new ISO Business Continuity Management System (BCMS), called ISO 22301:2012 and thought about this new management system standard while reading a report from ABC News on work that beverage companies are doing to conserve water. These efforts include building alliances with NGOs such as the Nature Conservancy and the World Wildlife Fund, and proactively protecting watersheds. Read More
Communication is grist that makes the management system wheels turn. This section within management system standards (MSS) have historically addressed, to varying degrees, the internal and external mechanisms used to communicate information and knowledge about the management system, the content it address, and specifics about hazards and risks. It is a MS’s information conduit, much like blood vessels in humans. Actors in the communication scheme include senior management, employees, vendors, contractors, regulators, and neighbors, to name a few. Read More
Black Swan events, holistic business continuity, Emerging Risk Audits, and non-financial risk management are terms swirling in C-Suites, on Boards, and in the business, risk management and auditing literature. Also swirling around are discussions about sustainability, corporate social responsibility, organizational resilience, as well as organizational health.
The confluence of these signals suggest an emerging business model that incorporates a 360 Perspective. Central to this perspective is a systems view and an integration orientation. Read More
As mentioned in a previous post, ISO recently published a management system standard (MSS) devoted to business continuity. It is titled ISO 22301:2012, “Social security – Business continuity management systems – Requirements.” This is one of the first ISO management system standards that follows the generic MS format presented in ISO Guide 83.
This post is one in a series that will focus on ISO 22301, also referred to as a Business Continuity Management System (BCMS). For those of you who are contemplating either an upgrade of your existing EHS or security management systems, or are considering the development of a risk management system that is tailored to ISO 31000, you might want to consider using ISO 22301 as your guide and template. This could provide a win-win for you and your organization. Read More
At the IOSH Conference in Manchester, England this week, risk- and evidence-based management was a prime topic. During a presentation of particular interest, Steve Flynn, the vice president of health, safety, security, and environment (HSSE) for BP, reported on numerous continual improvement actions that BP has taken since the Deepwater Horizon explosion and oil spill in April 2010.
One of the key lessons learned, Flynn reported, was the need for and value of an integrated risk management approach, embedded throughout the value chain. He spoke of this in terms of a balance between people and systems, pointing to the importance of not only focusing on systems, such as a formal EHS management system, but also on the overall culture and perceptions of employees, including management. His comments reflect BP’s organizational learning, based on the Grangemouth, Forties Alpha, and Texas City accidents, as well as the Deepwater Horizon spill. 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.
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.