The Deepwater Horizon explosion and oil spill investigations impart many lessons regarding how to improve EHS management. At the IOSH Conference in Manchester, England, March 6–7, 2012, Steve Flynn, the vice president of health, safety, security, and environment (HSSE) at BP, discussed some of the lessons learned.
During the Q&A session following his presentation, Flynn was asked what “reflections” he had that could help the audience avoid catastrophic accidents. He responded with six items: Read More
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. 
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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.
