5.19.2010
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 & 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 front line defense for risk reduction. The MOC process should pick up most risks that arise in between formal risk assessments. Read More
Posted By Charles Redinger | in Corporate Social Responsibility, Emerging Issues, Innovation, Management Systems, Risk Management, Strategic Thinking & Planning, Sustainability | Tags: ANSI/AIHA Z10, Causal Loop Diagram, CSR, EHS Management System, Integrated EHSMS, ISO 14001, Management of Change, MOC, OHSAS 18001, Organizational Learning | No Comments »
4.30.2010
With the increasing need to address Sustainability and Corporate Social Responsibility (CSR) issues, organizations are faced with several options on how to proceed in developing their internal capabilities. Beyond their sustainability and CSR strategy, there are nuts-and-bolts issues to consider, such as who will lead the effort and how to build the team or department.
A common starting place is to tap the EHS department and their personnel. The logic for this is strong given how central EHS is to sustainability and CSR. While the EHS function and its personnel are a good starting point, sustainability/CSR quickly encompasses areas in the organization well beyond EHS.
The C-suite needs to consider how it is going to identify and develop its people who lead and manage sustainability/CSR. In the case of EHS professionals, those competencies and skills go beyond their solid technical foundation. Read More
Posted By Charles Redinger | in Corporate Social Responsibility, Emerging Issues, High Performance Teams, Strategic Thinking & Planning, Sustainability | Tags: Competency, CSR, CSR Department Building, EHS Department, Leadership Capabilities, Management of Change, Strategic Planning, Sustainability, Sustainability Department Building, Vision | No Comments »
2.2.2010
The issues and challenges presented in Green to Gold and suggested in REACH and the nanotechnology areas raise several issues. The first relates to an organization’s Management of Change structures and functions. The second relates to the EHS function’s capacity to manage and guide the organization in these areas.
Management of Change
The concept of Management of Change (MOC) is central in EHS management systems. The basic idea in MOC is that policies and procedures are established to identify and respond to new issues that can change an organization’s EHS risk profile. Typically changes in processes or production lines are currency of MOC activities. More forward thinking organizations include organizational and regulatory change issues in their MOC activities. Read More
Posted By Charles Redinger | in Corporate Social Responsibility, Quantum EHS, Strategic Thinking & Planning | Tags: Green to Gold, Management of Change, MOC, nanotechnology, Quantum EHS, REACH | No Comments »
