This is the first of several blog posts on the EHS Integration model we’ve developed at Redinger EHS, Inc. Please contact us if you’d like PDF of our white paper on this topic.
Through my work with Environmental Health & Safety (EHS) management system design, measurement, and implementation,[1] I have observed that the implementation of a formal EHS management system does not necessarily maximize EHS performance. Implementation of a formal system is a valuable and necessary step to achieving higher performance, but to reach maximal performance, or even a performance ideal,[2] it appears that there is “further east to go.”
For the past several years I have been intrigued with this gap, that is, how can an organization achieve higher levels of EHS performance, even if it appears that they have a pretty good approach in place?
With this question in mind during my organizational consulting and research work, and post-doctoral work at the MIT Sloan School of Management, I have identified what appears to be a way to reach a new State-of-the-Art[3] in EHS performance. The key issue, or distinction I’ve identified is EHS Integration.[4] That is, the full and complete integration of EHS functions[5] in an organization, well beyond what is commonly thought of from a program or system implementation perspective. Read More