9.23.2011

EHS Management Systems and Off-Shore Drilling – Aftermath of the Montara and Macondo Accidents

In the aftermath of the Deepwater Horizon (Macondo) oil spill in the Gulf of Mexico and the Montara oil spill off the coast of Western Australia, ISO Technical Committee (TC) 67, which focuses on oil and gas issues, has developed an action plan to combat oil spill disasters. Published this past March, the action plan addresses many safety and health facets. Of particular interest is the TC’s proposal to develop an EHS management system standard devoted to this industry.

In the early 1990s, ISO/TC 67 developed a robust integrated EHS management system model. The TC suspended its development activities on the standard in anticipation of the publication of ISO 14001 in 1996 and the development of BS8800 in the UK.  Read More

9.15.2011

The Era of Transparency and a Mandatory Reporting Trajectory Point to the Need for a Strong Risk Management Framework

In the sustainability and corporate social responsibility (CSR) “space” there is increasing pressure to report on triple-bottom-line issues through reporting frameworks, such as the GRI G3. There is a trajectory toward quasi-mandatory reporting by value-chain stakeholders and actual mandatory reporting by regulatory-bodies. Quasi-mandatory reporting is seen with the inclusion of GRI sustainability reporting as tracked by Bloomberg’s Index and other financial indices. Mandatory reporting is seen in South Africa, Denmark, and France. Read More

9.15.2011

Risk Management, EHS/S, Business Continuity, and the 360 Risk Management Check-Up™

It has been a while since I’ve posted. The  summer has been full, working on developing the 360 Risk Management Check-Up™, a high-level diagnostic to measure the EHS/S and risk management function in organizations. Associated with this work, I have been conducting research on the evolution of organizational risk management and growing attention on non-financial risk management (NFRM).

Organizational risk management (RM) concepts and practices have been evolving from a singular focus on financial risk to a more broad focus on enterprise-wide and non-financial risks. Approaches such as enterprise risk management, strategic risk management, value risk management, etc. have been evolving into what is being called NFRM. Read More

6.22.2011

ISO 50001 Just Published – “Energy Management Systems – Requirements with Guidance for Use”

The much anticipated ISO management system for energy management was published on June 15. The ISO 50001 format closely follows ISO 14001 on environmental management. I will be posting comments over the next couple of weeks regarding things I see in it and issues that will help with implementation and integration.

At first glance, where an ISO 14001 or OHSAS 18001 management system is in place, integration of ISO 50001 will be somewhat straightforward.

A unique piece for 50001 is section 4.4.3 that addresses “energy review.” This is the equivalent of environmental aspects in 14001 and risk assessment in 18001. While this standard is new and interpretations will be fleshed out in the coming months and years, the interpretation of “energy” may not be trivial when considering conformance with 50001. The way it is defined will impact how the energy review requirements will be met. Read More

3.22.2011

ISO 14005, an EMS Guidance for SMEs

An ever-present challenge in EHS/S management is the implementation of EMSs and EHSMSs in small- and medium-sized enterprises (SME). There are numerous ways that large organizations address this challenge with their smaller and lower-risk locations.

ISO recently published a document that provides guidance to SMEs with a phased approach to implementing ISO 14001. The full title of this document is 14005:2010 “Environmental management systems – Guidelines for the phased implementation of an environmental management system, including the use of environmental performance evaluation.”

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3.6.2011

ISO 28000 – Security Management, Risk Assessment, and ISO 14001 as a Foundation

The current issue of ISO Focus (February 2011) is dedicated to a wide range of security-related issues and highlights the ISO 28000 series on security risk management.

ISO 28000 was published in 2007 and provides guidance on security management. Its framework follows the ISO 14001 framework closely. 28000 is the core of the family, providing a specification management system standard. ISO 28004 provides implementation guidance in specific areas, such as 28005 (Electronic Port Clearance) and 20858 (Ships and Marine Technology). Read More

11.12.2010

Characteristics of Corporate Environmental Sustainability Practices

A robust study[1] of corporate sustainability practices as been conducted by Cowan et al. The authors correctly indicate that there is a void in standardized approaches in this area, with many companies relying on guidance or criteria set forth by the Global Reporting Initiative (GRI), in ISO standards such as 14001, and in the Dow Jones Sustainability Indexes. They also observe that numerous names and labels are used to describe sustainability in companies such as Sustainability Programs, Corporate and/or Social Responsibility Reports, and Global Citizen Reports.

The authors identified nine components of sustainability programs common to the 130 companies they examined. These were grouped into three areas: Resource Management (Solid Waste, Water Conservation); Energy Management (Energy Conservation, Renewable Energy, GHG Emission Reduction, Energy Efficient Construction, e.g., LEED); and Product Sustainability (Product Transportation, Supply Chain Audit, Product Stewardship, Life-Cycle Program). Read More

5.19.2010

A Management of Change Boost with Organizational Learning and Systems Thinking Tools

As a living system, a company’s risk profile is continually shifting. The growing attention on sustainability and corporate responsibility (CSR) has stretched companies as they wrestle with ways to characterize and manage their sustainability and CSR risks.

Integrated EHS, sustainability, and CSR management systems provide a robust structure to manage risks.  A key concept in an integrated management system is “the management of change” (MOC), which focuses on identifying and managing risks as operations or the operating environment change. MOC procedures and process typically kick in when new equipment or manufacturing lines are installed, during mergers and acquisitions, or during internal re-organizations. On the corporate responsibility front, forward-thinking companies include the monitoring of third-party monitoring criteria in their MOC process.

Strong MOC processes are part of a company’s first line of defense for risk reduction. The MOC process should detect most risks that arise in between formal risk assessments. Read More

4.23.2010

EHS Auditing – A Key to Breakthrough Performance and EHS Integration

“What gets measured, gets done” is a popular saying in performance improvement circles. There is more though. Yes, true as this is, measurement—and I’ll go a step further here and say auditing—is just part of the “gets done” piece. When crafted within a context of breakthrough performance, EHS auditing and the audit function in an EHS department can be a catalyst for accelerated performance improvement and EHS integration. EHS auditing is commonly viewed as a necessary evil or burden to satisfy regulatory and legal requirements. Within this context, the results are predictable. There is little if any enthusiasm; there is a struggle; and there can be challenges with inter-rater reliability.

When EHS auditing is formulated through an organizational learning and systems thinking lens—supported by an integrated EHS management system structure—the function shifts from being summative to formative, as program evaluation professionals would say. There is a shift toward action research that fosters partnership in solving EHS challenges. Audits are viewed as opportunities to see things not previously apparent. Casual links and patterns are distinguished in a way that people can see their roles in the “organizational systems” and see possibilities to alter the system and their roles.

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4.19.2010

A Multi-Dimensional Perspective for EHS, Building and Leveraging Your EHS Culture

Organizational culture is complex, and according to many experts, not well understood. EHS professionals often think about culture in terms of safety. Yet, while safety is clearly important, the topic of culture is all-encompassing.

An area that I continue to explore is how EHS departments and their professionals can impact overall organizational culture. Said another way, how can you build and leverage your EHS culture?

I recently heard Professor Ed Schein of MIT, regarded as an organizational culture pioneer, speak. The title of his lecture was, “From Managing Organizational Culture to Leading Multicultural Teams.” He discussed the ways in which his thoughts on organizational culture have evolved over the past several decades and reviewed some of the material in the soon-to-be-released 4th edition of his landmark book, Organizational Culture and Leadership.

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