Filed under: EHS Management, EHS Policy, Sustainability | Tags: EHS Organization, Management, Sustainability
James Strock
A number of companies maintain some or complete separation between their EHS divisions and those specifically aimed toward sustainability initiatives. Sometimes this is the result of the serendipity of organizational development.
Sometimes it an arguably incomplete conception of sustainability—not recognizing that reducing liabilities and creating asset value can be related, indeed mutually reinforcing.
Have you noticed this phenomenon? If so, what do you think about it? Is it a missed opportunity or a sensible approach?
James Strock is an author, speaker and executive educator who works in the nexus between sustainability and leadership. In addition to these endeavors, he also served as the founding secretary for environmental protection for the state of California, as well as the chief law enforcement officer of US EPA. His third book, Serve to Lead®, will be released in 2009.
Filed under: EHS Jobs, EHS Leadership, EHS Management, EHS Skills, EHS Talent | Tags: EHS Management, EHS Talent, Management Trends, Six Sigma, Teamwork
Alex Pollock
Management fads come and go. It seems like yesterday that knowing and quoting Deming’s 14 Points was the “in” thing. More recently being equipped with tools from programs with titles like Existing for the Customer, Investing in People, Empowering People and Six Sigma was critical to leadership effectiveness. You’re thinking of you own examples I’m sure. Some were life changing..most were not.
As you’ve likely concluded from my previous blogs I’m an avid reader of Gallup research and I found one of their latest books ,”Strengths Based Leadership” by Tom Rath and Barry Conchie, very interesting. Gallup has been studying high performing teams for nearly four decades and have published their “telltale signs”:
- conflict doesn’t destroy strong teams because strong teams focus on results
- strong teams focus on what’s best for the organization and then move forward
- strong teams embrace diversity
- strong teams are magnets for talent
Some questions to stimulate discussion…from you experience leading or participating on teams, how does this list grab you? Is there one “sign” more important than the others? What essentials are missing? What were some life changing take-a-ways you left management/leadership programs with over the years? In what way did they change your paradigm?
Thanks for sharing!
Filed under: EHS Management, EHS Policy, EHS Skills, EHS Trends | Tags: Auditing, Compliance, Compliance Assurance, EHS Auditing
Frank Brandauer
After attending The Auditing Roundtable’s Spring Meeting I was struck by just how far EHS Auditing has come for something that effectively did not exist 25 years ago.
While often viewed as just a compliance tool, I believe that its true capabilities are often misunderstood and undervalued. Audits, like nothing else can actually drive change, deliver training, demonstrate organizational commitment, administer internal consequences, provide Board of Director level exposure and finally, improve compliance.
So how are we doing, what is the state of EHS Audit Programs today? To me it is not so clear, here are some of the view points that I heard being discussed;
- Most programs are doing remarkably well given the impacts of recent cost cutting efforts.
- Many programs have been slowing falling behind given acquisition growth over the last decade and recent budget cuts.
- Only a small number of companies still have a robust EHS Audit function and those are limited to organizations that have experienced compliance driven consent orders or Board mandated compliance programs.
- With the rise of EHS Management Systems and related System Audits, the actual need for Compliance Audits has been reduced.
Initially, auditing emerged in reaction to the fear of enforcement actions. Have we lost this driver given changes in enforcement in the U.S. and the lack of enforcement in developing countries? Or will our current financial problems bring enforcement back into popularity?
How robust and effective is your Audit program? Given the maturity of many audit programs and the current economic and regulatory situation, is it a time for a change?
Filed under: Corporate Social Responsibility, EHS Jobs, EHS Leadership, EHS Management, EHS Talent, EHS Trends, Sustainability | Tags: Corporate Green Teams, Corporate Social Responsibility, EHS Human Resources, EHS Leadership, Employee Engagement, Green Tips, Stakeholder Engagment, Sustainability
Tim Mohin
Over the past couple of weeks, I have been in several conversations about employee engagement in sustainability. While not a new trend, employee engagement in corporate greening is gaining ground and emerging as a strong force to move corporate social responsibility forward.
I recall about nine or 10 years ago, when I led the environmental function at Intel and several employees from our Oregon site formed the Intel Employee Sustainability Network … I used to call them my own personal NGO.
While some saw a new hassle, the fresh perspective and new ideas injected vitality into our program. We had to work out some boundary conditions around areas like setting corporate policy and public relations, but these were easily managed and, on balance, the collaboration was a benefit to the program, the company and the employees.
When the Intel group started we brought in a speaker from the well established HP green team for some tips on how to get started. Fast forward a few years at Apple when a rep from Intel “paid it forward” to help “Apple Earth” get rolling. There are so many of these groups now that networks are beginning to form to share ideas and resources:
• Green Team Project: Participate on a Green Team
• Bay Area Green Team Program
• Sustainable Silicon Valley’s New Green Teams Resources Page
Typically, the members of these groups have little or no involvement in the official corporate environmental or sustainability efforts. They are environmentally minded individuals who are driven to green their lives at home and work.
More than a common interest club (think chess club), these teams want to change the way their company functions. Usually, it starts with the most visible items — e.g., cafeteria waste, lighting, commuting, landscape irrigation etc. After some success with these items, these groups can transition into influencing corporate business practices from design to manufacturing to purchasing and more.
While I am certain there are numerous examples of success (please send me yours!), here is a random, unscientific survey of a few employee engagement approaches:
- Coming in first for best name is “GreenGenes” at Genentech.
- The trophy for most employees engaged goes to WalMart’s “personal sustainability plans.”
- Topping the “wired” list is eBay’s green team with the recently announced e-Bay Ink.
- And, not to be outdone, my former colleagues at Intel are rewarding green with green by building sustainability criteria into the bonus formula for all employees.
Looking ahead, employee engagement in corporate sustainability will continue to grow as the “millennials” (young folks) enter the workforce. The next generation may the greenest yet, having been raised with Captain Planet, Mom’s Prius and curbside recycling.
The folks in HR have not missed the trend and are becoming big fans of the sustainability group. A recent survey found that American workers are paying growing attention to companies’ environmental policies and an increasing number (36 percent) report that they would be more inclined to work for “green” companies.
The bottom line: a key benefit of corporate sustainability programs may be the corporation itself. Increasingly sustainability is becoming a tool to recruit, retain, inspire and motivate your workforce.
Tim Mohin is a NAEM Member and principal consultant and team leader for EORM’s sustainability and corporate social responsibility practice. Formerly, Tim was Apple’s senior manager for supplier responsibility and led Intel’s environmental and sustainability efforts.
Filed under: EHS Leadership, EHS Management, EHS Skills, EHS Talent, EHS Trends | Tags: axioms, effectiveness, Leadership
Alex Pollock
With Spring in the air I wanted to chat a little on a lighter theme. We’ve shared discussion on the results of bad leadership and disengaged employees, frustrated by working harder yet accomplishing less. On a sunnier note, let’s look up, take a deep breath and reflect upon those things that we know for sure…those axioms of leadership…those things we can hold on to.
What are those truths that allow us to continuously improve our leadership effectiveness AND “hit the numbers” AND “lift people” to experience greater success? Here are some of my axioms to get us going…
- people don’t care what you know until they know you care
- go slow to go fast
- facts are friends
- 3 C’s matter: character, competence and chemistry
- a shepherd never beats the sheep
- you’ll never fatten the lamb by constantly weighing it
- always take the high road
- excellence matters
- courtesy counts
- pay now and play later
- fight for your family
- train well for short sprints
- finish well
I trust that this listing triggered some emotions. I’d love to hear from you.
Filed under: EHS MIS, EHS Management, EHS Trends | Tags: Data Management, EHS Trends, Environmental Information Management Systems, Environmental Software, Environmental Tracking Software, GHG Information Management Software, Information Management Systems
Jake White
I recently returned from NAEM’s EHS Management Information Systems conference held in Tampa, FL. The event was convened in the same spirit in which it began in the mid-1990s — as a forum for EHS professionals to share real-world experience about implementing data management systems.
Since 2001, NAEM has used the conference as an occasion to conduct an extensive benchmarking survey. This year’s survey results continue to provide insight into how EHS professionals use and value information management tools as well as some insight into the EHS Management Information Systems (EHS-MIS) industry itself.
Here are five quick observations and questions drawn from the survey data.
First, off-the-shelf EHS-MIS have completed the move from “standalone client software” to “web browser-based access”; a transition that started in earnest in 2005. Also, use of outside-the-corporate-firewall data hosting continues to expand — earlier security prohibitions appear to be relaxing.
- Question on the web-based client: Are these tools able to effectively serve remote international facilities with poor internet connectivity? And if not, what are the implications?
Second, in that same world where slick tools from Google, Yahoo and others are free, it appears that we might be getting a little jaded about our own systems — effectiveness ratings for enterprise EHS-MIS are down a full tick.
- Question: Are expectations higher, or are systems less effective?
Third, as someone privileged to work with forward-thinking EHS leaders in the 1990’s to build tools to do what off-the-shelf systems didn’t, I couldn’t help but notice that nearly half of survey respondents still build their own systems — and that a third of those systems are maintained by EHS professionals, not consultants or corporate IT.
- Question: Is this pattern based on interest or necessity?
Fourth, there are new unmet needs in EHS-MIS. Respondents need tools for Carbon Footprinting, GHG Reporting, Packaging/Raw Materials Management, and LEED/Green Building. Yet they only report plans to fund efforts in the first two areas.
- Question: Why the different treatment?
Finally, a surprise — the survey doesn’t show a huge shift in the size or allocation of EHS-MIS budgets. But neither, after several years, does there seem to be a strong correlation between company size and EHS-MIS budget — budgets for companies from $1 to $10 Billion range from under $100K to over $10 Million.
- Question: Can there be a best practice target for overall EHS budget based on company size? What about for EHS-MIS?
So, what do YOU think? Where will we be two years from now?
Jake White has been active as an NAEM affiliate since the 1990s with RPM Systems, RETEC, ENSR and now AECOM Environment. A self-described advocate for “doing things better, cheaper, and faster” in the workplace, you can often find him late at night in a hockey rink somewhere in Connecticut looking to make a tape-to-tape pass or shooting for that elusive top corner.
Filed under: EHS Jobs, EHS Management, EHS Talent, EHS Trends | Tags: EHS Consulting, EHS Management Trends, EHS Profession Trends, EHS Skills, Long-tail niche
Stephen Evanoff
Several years ago, a crusty, veteran, environmental consulting executive said to me, with a sparkle in his eye, “da riches is in da niches.” At the time, I dismissed the comment as not being applicable to an inside guy like me (i.e, EHS manager in a large corporation) and only relevant to the true-blue, hardy consultants out there, in particular an entrepreneurial executive who was eyeing another acquisition of a specialty firm. Now, I am not so sure.
The traditional model for EHS career progression was to develop a technical expertise to establish your credentials and, over time, acquire a broad, basic knowledge of EHS subject matter while simultaneously learning about business management. Thus, one would become a good generalist capable of moving up the management chain. But today, with the number of EHS management positions shrinking (due, I think, to our success establishing EHS management systems, integrating EHS into operations and deploying pollution prevention practices) and a plentiful supply of well-qualified generalists, this model may be going the way of the main frame computer.
I know several people who are so expert in their niche’ that they command $350/hour rates serving as expert witnesses in trials related to lead poisoning and asbestos. I know others who make a good living consulting and training people in very specific, narrow subject areas, such as TSCA compliance. I’ve worked with plant-level air emissions experts and corporate-level ergonomists who made a darn good living.
What’s been your experience? Are generalists going the way of the pterodactyl? Are the riches in the niches?
Stephen Evanoff is active on NAEM’s Board of Directors and leads EHS for AIMCO, the largest owner and operator of apartment communities in the US. He resides in Denver, CO with his son and wife, and can regularly be found on his days off skiing, hiking, or being dragged around the neighborhood park by his Great Dane, Natasha.
Filed under: EHS Job Loss, EHS Jobs, EHS Leadership, EHS Skills, EHS Talent, EHS Trends | Tags: EHS Jobs, EHS Layoffs, EHS Morale, EHS Profession Trends, EHS Trends, recession
Alex Pollock
This quote caught my attention as a Fortune 50 company defended the slashing of thousands of jobs in January: “Our focus on financial discipline, growth opportunities and shareholder value is what will make us a source of new opportunities for our people and partners in the years ahead.”
Numerous organizations are shedding jobs as economic woes combine with the lingering winter chill to cause employees to be nervous and reflective about their futures. This is a time of emotional whip lash. As people see colleagues exit, or they leave themselves, the emotions are raw. The emotions I’m sure we’ve all seen or maybe even experienced include disbelief, anger, despair, self analysis, depression. . . then finally “OK what do I do know?”
One thing I know for sure we can’t get through these tough times on our own strength. We need caring people around us. I’d invite you to share your thoughts and experiences with job loss. Your insights will help others.
At a personal level…how have you dealt with job loss…how have you helped friends and colleagues cope? What advice have you shared?
At the organizational level….how have you tackled slumping morale and shrinking budgets and kept people focus on noble EHS goals?
Please chime in. Your perspectives will be helpful to the community.
Filed under: Consumption, Trash, Waste Reduction | Tags: Consumption, EHS Management, EHS Profession Trends, EHS Trends, Environmental Economics, Reset Business Model, Sustainability, Waste Reduction
Frank Brandauer
The impact of the economy on business and the EHS profession has shifted our discussion from “how to survive a really bad year” to “how to provide EHS value in a reset worldwide business model”– a question that is likely to define the reality of most EHS managers and professionals for a generation to come.
So what then is this new reset worldwide business model going to look like? One hint can perhaps be seen in an interesting article in the LA Times (1/25/09, “As the Economy Slumps, So Does Trash”). It describes how changing life styles, consumption patterns, construction, recycling, etc., has resulted in landfills seeing a 30% decrease in waste tonnage as well as revenues from associated tipping fees. One of the article’s primary conclusions is that “People aren’t producing as much garbage because they’re not buying as much.”
While this trend demonstrates a direct environmental benefit in terms of the consumption of raw materials, recycling and waste disposal, the more profound message is that people are and will be buying less now and into the foreseeable future. It would appear that we are just starting to see some of other the consequences of a more “economically sustainable” world.
Even as industry uses, makes and sells less & budgets and resources shrink, we know that the majority of EHS risks, liabilities and requirements (both legal and stakeholder) will remain. So how does EHS operate in this new business reality, or is it really to soon to know?
Filed under: EHS Management, EHS Skills | Tags: EHS Expertise, EHS Integration, EHS Leadership, EHS Skills, EHS Success
David Williams
Are You Integrated?
In the 20 years I have been working, a common question seems to have always echoed in the background: “What does the future of the EHS profession look like and what does that mean to me?” Unless you have a crystal ball (mine shattered on impact after my Lehman Brothers stock plummeted in flames) or have a genie bottled up in a lamp somewhere (I personally am saving my three wishes for when things get really bad), then the future is a very difficult thing to predict.
If you want to maximize your chances for success, I offer one piece of advice: Focus your energies on integrating EHS into the operational aspects of your company. This is critical for the EHS function to deliver high value and remain relevant. I like to keep things simple so there are only three things to do:
- Admit EHS is not completely special or unique
- Identify key integration points
- Have the mindset of a good consultant
The first step is to admit that EHS is not completely special or unique – it really isn’t. That is not a bad thing; in fact, it is very positive since EHS can then be fully integrated with other functions and operations and is not left solely to a small band of “experts”. Think of it this way. If you work in a manufacturing site with 1,200 people and have 5 EHS professionals, which would you rather have: 5 EHS people or 1,200? There are certainly specialized tasks that require an EHS professional; however, there are a lot that don’t. Everybody has a role to play in making EHS a success.
The next step is to identify key integration points. Strategic plans and scorecards are a great roadmap to what is important. Find out where the company is headed. Find out what is being measured and, therefore, managed – this is generally where the money is as well because compensation, at least in part, is usually tied to metrics. Don’t only look for direct ways EHS can contribute (e.g., if lost time incident rate is a metric), but also indirect ways. Good EHS performance is often dependent on having sound underlying fundamentals – such as a management systems culture, positive relationship between management and shop floor employees, and effective risk identification and management.
The final step is to have the mindset of a good consultant. A good consultant is constantly trying to understand what problems a client is facing and what opportunities they are trying to capitalize on. They are also relentlessly focused on helping others. If an EHS professional approaches his or her job everyday with this outlook, the integration opportunities will not be difficult to find.
So how integrated are you as an EHS professional? How integrated is your function into the rest of your company?
David Williams is a long-time NAEM member and self-described Renaissance man with many interests. He lives outside of Philadelphia, PA and enjoys spending his time away from work with his family and a Havanese named Tess. He can be found snowboarding in the winter and fly fishing during the warmer months.
