A New Model for EHS Integration

A New Model for EHS Integration

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.This work has been spurned by my on-going commitment to find the “Holy Grail” for our profession.  It sounds a bit goofy to say it this way, but it does reflect my deep commitment to occupational and environmental health, where human well-being inside and outside of the fence line can be maximized.  The EHS Integration model and methodology presented here has is based on observations of a wide range of organizations and in depth research on organizational effectiveness.  I’ve observed that organizations struggle to:

• Define EHS performance objectives and goals, and wrestle with a tension between ideals and what is perceived as “realistic;”
• Generate ways to achieve the objectives and goals, especially when it appears they are not realistic; and,
• Develop metrics to measure the objectives, and again, especially when the objectives and goals are “outside the box.”

The working hypothesis used in the development of an EHS Integration model and methodology is: When EHS functions are fully and completely integrated throughout an organization, an EHS performance ideal can be achieved.  Several interesting questions arise from this.  One of the first is, when planning, do EHS professionals and their colleagues really think about EHS ideals?  This comes up when talking about sustainability issues — or on the OHS side — efforts to reach zero injuries and illness.  Another question is, when we think of an ideal for EHS performance, how do we define the ideal?  Some other questions are, what does full and complete EHS integration mean?  What would it look like?  How would you know it when it happened?  How would you achieve it?

An EHS Ideal

Before proceeding to present the Integration model and methodology, a quick discussion about the term EHS ideal is necessary.  To discuss an ideal can be tricky.  These discussions, or when we think about this, can bring up strong cynicism and resignation because of a belief that an ideal cannot be achieved.  When setting EHS performance goals, we are often confronted with this tension between a performance ideal and what is thought of as being practical or reasonable.  This is seen when setting goals for zero injuries, where in a way this has to be the goal, but many EHS professionals secretly, or not so secretly, don’t believe achieving zero is possible.
Doing work on defining individual and organizational EHS ideals is a component of the EHS Integration methodology presented here.  In looking at this issue, we are able to identify where our vision as EHS professionals might be diminished.
In the development of the model and methodology presented here, interviews were held with a wide range of EHS professionals in varied industries.  When asked how they would define an EHS ideal in their organization, some of the responses were:

• People think about actions. They ask for help.  They know when to ask questions.
• Folk on the shop/plant floor know that their actions have consequences, they know when to initiate the help chain.
• There are no adverse effects.
• People talk about EHS without being asked.
• Not about Zero, but there is a Zero mindset
• No associates hurt.

When asked how they would define an ideal for EHS Integration, some of the responses were:

• There is intellectual curiosity across the organization, EHS comes from all sides
• EHS is just part of doing business, it is not siloed.
• EHS is a deliberative process throughout the organization.  People are thinking about it, almost like a fault tree analysis.

What EHS Integration is Not

Another tricky point when thinking about EHS Integration is the concept of EHS Functions disappearing or going away.  In a sense, when we think generally about the integration of things, a phenomenon that occurs is the diminishing or disappearing of boundaries.  To an extent that is the case in the work presented here.  But, care must be taken not to suggest that EHS functions will disappear and go away.  A danger is that when EHS performance improves as EHS functions become more integrated, senior management support and resources will be cut.   This has always been somewhat of a challenge in EHS management since rewards are based on non-events.  The solution to this lies in the development of strategic partnerships in the organization and designing ways to continually demonstrate value for the EHS function, even in the face of zero events.

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[1] Implementation.  To put into practical effect; carry out.  To supply with implements.  To bring into existence.

[2] Ideal.  One seen as a standard or model of perfection or excellence.  An ultimate object of endeavor; a goal.  An honorable or worthy principle or aim.

[3] State-of-the-art.  The highest level of development, as of a device, technique, or scientific field, achieved at a particular time.

[4] Integration.  The act or process of integrating.  The state of becoming integrated. The organization or the psychological or social traits and tendencies of a personality into a harmonious whole.  Integrate. To make whole by bringing all parts together; unify.  To join with something else; unite.

[5] EHS Functions.  All policies, procedures, protocols, best-practices, programs, systems, professionals, work groups, teams, and departments in an organization related to EHS.