11.2.2012

Generation Flux – Challenges and Opportunities

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.

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3.26.2012

Strengthening CEO Links with EHS/S and Risk Management

A recent survey of leading European companies, conducted by the Ashridge Business School and University of St. Gallen and reported in the MIT Sloan Management Review (Spring 2012), suggests that links between corporate functions and the CEO could be stronger.

Some of the reported consequences of these weak links include: mixed performance, more bureaucracy, a sense of C-Suite interference, lack of cooperation from operating managers, and a focus on transactional issues as opposed to value-added ones.

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Posted By | in 360 Perspective, Auditing & Metrics, Innovation, Risk Management, Strategic Thinking & Planning | Tags: , , , | No Comments »

9.30.2011

Terms and Definitions in the CR/Sustainability Space

This past week, CR Magazine and NYSE Euronext co-sponsored the CR Commit Forum 2011 in New York City. The agenda was packed with valuable sessions that addressed a wide range of CR (Corporate Responsibility) and sustainability topics, issues, and challenges. Over the next several weeks, I will share insights and information from the Forum.

One of the predominant issues that struck me was the plethora of terms and definitions used to define the CR/sustainability space. Martin Reeves, senior partner and managing director at the Boston Consulting Group (BCG), discussed this in his keynote presentation, stating that the “concepts are treacherously fuzzy.” He presented a powerful visual: a word cloud that contained more than 40 words and terms used by respondents of the 3rd Annual Sustainability Global Executive Survey, conducted by MIT’s Sloan Management Review and BCG. Read More

Posted By | in Auditing & Metrics, Corporate Social Responsibility, Strategic Thinking & Planning, Sustainability | Tags: , , | 1 Comment »

6.21.2011

Nonfinancial Reporting for Global Companies and Momentum Toward Integrated Reporting – A Call for EHS/S Leadership

With the evolution of the Triple Bottom Line, CSR, and sustainability issues over the past several decades, there has been increased attention given to nonfinancial reporting and the integration of nonfinancial, operational, and financial metrics.

This may seem to be a heady and non-relevant topic for EHS/S professionals, but I would suggest that EHS/S professionals should understand them because they will soon be affected by them, if they haven’t been already (e.g., developing EHS/S KPIs). With an understanding of these issues, EHS/S professionals and executives can provide important leadership in this area within their companies. Read More

Posted By | in Corporate Social Responsibility, Emerging Issues, Strategic Thinking & Planning, Sustainability | Tags: , | No Comments »

5.25.2011

Supercharging Your EHS/S MS Management Review – Developing a Strategic Risk Management MS

Many EHS/S management system experts believe that one of the most important components of an integrated MS is management review. Management review is the time during which the overall strategy of an integrated EHS/S MS is assessed. Said differently, it is a time to see if the MS’s purpose and desired outcomes are being fulfilled. Management review is commonly framed as a performance evaluation activity. While this is correct, I would suggest that there is much more available through management reviews—that is, these are strategic opportunities to impact an organization’s Strategic Risk Management (SRM) process, and possibly start developing an SRM MS.

Enterprise Risk Management and the evolution of Strategic Risk Management are relatively new in the domain of organizational and management science. While strong frameworks for financial risk management have evolved, this is not the case for overall non-financial risks and their management. In particular, there is an absence of a universally accepted management system approach in this arena. Yes, the ISO 31000 standard on risk management goes a long way toward helping, but it is not a management system, per say. Rather, it is intended to augment an existing MS framework. Read More

Posted By | in Auditing & Metrics, Corporate Social Responsibility, Emerging Issues, Risk Management, Strategic Thinking & Planning | Tags: , , , , | No Comments »

3.18.2011

Reintroducing EHS/S in Your Organization

If you are a regular reader of this blog, you will see that there are many exciting advances in our field that go way beyond our compliance and technical roots. With the evolution of CSR, sustainability, and systems thinking, for example, there are many ways EHS/S can contribute and make a difference in organizations, beyond traditional compliance and risk management.  There is a new context evolving; a new EHS/S space is available for capture.

To do this, at some point you will need to think about how you will reintroduce EHS/S.

Let’s face it, the EHS/S department, function, and staff is not always popular. With our background in regulatory compliance and with a technical focus, we can be viewed as enforcers, cops, nags, etc., and we don’t always do a good job in communicating purpose and value. This history needs to be addressed and the evolution from it needs to be demonstrated. Another challenge is that even within a new context for EHS/S, there are very real compliance and risk management requirements that must be met. Even so, there are ways to do this and provide leadership. Read More

Posted By | in High Performance Teams, Innovation, Strategic Thinking & Planning | Tags: , , , , | No Comments »

3.17.2011

Nuggets of Gold for EHS/S Professionals from Boston College’s Corporate Citizenship Profile 2010

Boston College’s Center for Corporate Citizenship released “Profile of the Practice 2010: Managing Corporate Citizenship as a Business Strategy” in December 2010. The report provides a robust overview of the current state of CC/CSR from 190 responses to a Center survey conducted in June and July of 2010. The report characterizes respondents as mostly “large public corporations with an international scope”; 60 percent of the companies had annual revenues over $1B.

The report generally shows increased involvement of EHS/S professionals and departments in CC/CSR activities from its 2008 Profile report. The trend is toward cross-functional teams: 40 percent report that EHS departments were on their CC/CSR cross-functional team. These teams were predominately represented by Communications/PR (66% percent) and Community Involvement/Foundation (65 percent). The remaining 60 percent related to EHS indicates an opportunity for greater involvement for EHS/S professionals.

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2.28.2011

Getting Your EHS/S Risk Management Metrics Right: Taking a 360-Degree View

At its core, EHS/S (environmental, health, safety, and sustainability) management is a risk management endeavor and there are numerous ways these activities can be described and reported. Even though many companies have robust EHS/S risk management practices, it is sobering to hear risk professionals continue to report pessimism about their organization’s overall risk management efforts.

The February 2011 issue of Internal Auditor reports on three studies that indicate while there is continued focus on the importance of robust risk management, more times than not, it is not being done well. Research conducted by the Enterprise Risk Management (ERM) Institute at North Carolina State University found that only 28 percent of 460 ERM professionals surveyed described their current state of ERM implementation as “systematic, robust, and repeatable”; 42 percent described the process as immature; and 60 percent described the process as mostly informal and ad hoc.

Corporate board oversight of ERM is hit or miss. The Committee of Sponsoring Organizations of the Treadway Commission (COSO) reports that while directors give their boards high marks for ERM, less than one-half of the boards have ERM accountability assigned to a board subcommittee. Further, a survey of directors, conducted by Protiviti Inc., showed that only 13 percent consider ERM robust and mature. Internal Auditor reports that both of these studies point to challenges with risk reporting to the board. Read More

Posted By | in Auditing & Metrics, Emerging Issues, Innovation, Risk Management, Strategic Thinking & Planning | Tags: , , | No Comments »

2.28.2011

Strengthening the EHS/S Role in Mergers & Acquisitions, Looking Beyond the Basics

Mergers and acquisitions (M&A) are always an option when developing and executing corporate strategy. They provide the means to quickly increase market share or expand technology that could otherwise take years to develop internally.

As an EHS/S (environmental, health, safety, and sustainability) professional or executive, how well do you support M&A activities? More likely than not, you cover the basics of conducting phase I or II assessments, determining basic regulatory compliance, as well as characterizing the overall EHS/S risk profile of the entity under consideration.

But have you or your leadership examined whether the EHS/S information being collected is enough and whether a change in the M&A assessment practice could increase the chances of a successful M&A event? An article in the current issue of the Harvard Business Review (March 2011) suggests not.

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Posted By | in Auditing & Metrics, Emerging Issues, Strategic Thinking & Planning | Tags: , , | No Comments »

11.18.2010

Creating a Platform for Change and Confidence in Purpose and Approach

At the Pegasus Conference 2010: Systems Thinking in Action, held last week in Boston, several pioneers—including Daniel Kim, Robert Fritz, and Peter Senge—presented nuggets of wisdom for EHS, Sustainability, and CSR professionals. I’ve shared a few of them below.

Senge presented some of his current research on the characteristics and qualities of people who have initiated and maintained systematic change over a 10- to 15-year period. He outlined a newly formed body of knowledge that encompasses two broad domains: learning what life is, and cognition or consciousness. Through several case studies, Senge demonstrated that systems thinking and actions, based on what he termed the “heart-space,” could have a powerful impact on teams and communities. Read More

Posted By | in Emerging Issues, Innovation, Personal Mastery, Strategic Thinking & Planning | Tags: , , , , | No Comments »

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