A goal of business functions such as quality, EHS/S, and CSR is to become embedded in the core business. This is also talked about in terms of becoming fully integrated in the business. A small research project I conducted in 2007 examined issues and challenges associated with “integrating” EHS/S in a company. Several of the EHS/S executives I interviewed at that time expressed concern that if EHS/S was fully integrated in a company, it would disappear. This possibility concerned them; the challenge, they said, was to integrate, but to also maintain visibility and evolve.
Over the years, EHS management system experts have voiced a similar concern with the development of generic, or fully integrated, management systems that include EHS, sustainability, security, quality, etc.
The Spring 2011 issue of the Corporate Citizen contains an article that touches on the integration/disappearing phenomenon associated with CSR and its professionals. Several interviewees suggest that CSR might go away in a company since its goal is to become fully embedded in the core business. This sounds familiar. Read More
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Sustainability is on every corporate radar. The strength of the signal and distance from action vary. In some cases, internal task groups have been formed, sustainability risk assessments have been performed, and actions have been incorporated into operations, products, and services. In other cases, none or some of these activities have been started, or actions have not gone beyond PR drivers.
With roots in regulatory compliance, it’s no wonder that EHS professionals are, at times, viewed as cops. However, there are numerous evolving concepts that impact EHS effectiveness well beyond regulatory compliance. Some of these include the use of EHS management systems and six-sigma; the way in which EHS audits are conducted and its findings used; the role EHS professionals can play when their context (you can also say “mental models”) shift from compliance-based (cop-on-the-beat) to one of advising and coaching.
