Archive for July, 2010
Stakeholder engagement – no longer an option
Sandy Nessing
There are many ideas about what stakeholder engagement is, how it works and whether it even makes any difference at all. The problem is, stakeholder engagement has become as much a buzz word as sustainability. But don’t underestimate its business value.
At AEP, we started a formal stakeholder process about four years ago. Many in management thought we were nuts to organize face-to-face dialogue with environmental groups; I mean, we are one of the largest coal-burning electric utilities with a legacy of opposing the Clean Air Act. It was an uncomfortable conversation but it was the start of a transformation of how we operate as a business.
Stakeholder engagement builds trust, credibility and political capital, and it requires a commitment to honesty, candor and transparency. The purpose is not to agree on everything; in fact, that would be pointless. Rather, it’s a way to open dialogue to seek common ground, listen to one another to gain a better understanding of where you stand and why, and use that insight to your mutual advantage. You’d be surprised what happens.
When I organized the first stakeholder meeting in early 2007 at AEP, it was like a boxing match. Stakeholders challenged; we defended; and when we took breaks, we each went to our own corners. We quickly realized, however, the opportunity and richness of engaging with others and the new perspectives it offered us.
Today, our formal meetings are standing room only and executives use it as a development opportunity for themselves and others. Stakeholder engagement has transformed one-way communication into two-way communication, dialogue into working relationships and working relationships into partnerships. It is part of how we conduct our business today. We do it one-on-one, in groups, face-to-face and electronically. We do it with purpose and intent because we view engagement as a core competency.
The conversations are still tough and we often agree to disagree, but our stakeholders have made us stronger and more resilient. We like to think we’ve done the same for them.
Eat like a local
Kelvin Roth
As the earthy aroma of white truffles hit my nose, I suddenly forgot I was in Rome on business. The two days of meetings and conference food were erased, the crowded tourist locations faded into the background and the creakiness of my hotel bed didn’t seem to matter anymore. As I dug into the special dish of fettuccine wrapped in a buttery white truffle sauce, I suddenly understood the enchantment of Italy and the allure of Rome.
My favorite trips abroad for work have left an indelible impression on my life. They’ve challenged me to become a better person and taught me to appreciate different values, perspectives and ways of life.
For me, the best way to understand a culture and its people is by going out to eat.
Although business travel can sometimes be an excuse to duck through the golden arches for a quick bite, you’ll have a much tastier time if you open your mind and experience the authentic food from that area.
If you’re up for an adventure, here are few quick tips to help you eat like a local:
- Eat what the locals eat – This may sound obvious, but anyone who has been to China knows what I’m talking about. If you let your Chinese hosts select a menu they would eat, the joys of Chinese food are revealed. Many restaurants cater to tourists’ palates (or what they believe tourists want) and this food does not resemble what the locals eat.
- Eat it when the locals eat it – Follow the local seasons and you’ll have a much better idea of when to visit places. It’s similar to visiting an ice cream shop in winter. It might still taste good, but it won’t be the same as visiting during a lazy summer day. Also, if some foods are generally eaten early in the day, having them for supper won’t be the best representation. The enjoyment of my white truffle dish came in part because it was truffle season.
- Eat it how the locals eat it – We all have our preferences for how dishes are prepared and what sides come with it. Leave those at home. Local cuisines evolve based on what is available locally and what is freshest. So if they are serving a dish a certain way… try it. You can always catch up on ketchup at home.
- Avoid the chains – Often, when I ask for local suggestions for dinner, my local contacts will recommend a chain restaurant. A chain restaurant will tell you very little about the community you’re in. Chain restaurants have homogenized the dining experience so that it feels the same regardless of where you are in the world. Great if you’re homesick, but not if you’re looking for a connection to the community.
- Avoid the tourist traps – I’m a Chicagoan and can count the number of times I eat deep dish pizza in a year on one hand. It’s not that I don’t like it, but it’s not what “we” eat with any regularity (but we are all mobsters and carry Tommy guns). If a restaurant is crowded, but it’s not mostly locals… take a pass.
- Use the Internet – It may take some checking, but there are many tools out there to help you. Here are some of my favs
- Road Food – the best places are not the fanciest places, this site shows you where to get great regional meals along highways, in small towns and in city neighborhoods
- Edible Communities – although limited to only a few regions right now, this site has blogs, podcasts, and online magazines for tracking down that quintessential local experience
- Chowhound – a good place to pose questions and search answers
While eating like a local may require a bit more work, it can turn any business trip into a memorable journey.
When in Rome
Stephen Evanoff
The recent World Cup extravaganza reminded me just how rapidly we are moving toward an integrated global community.
As our economy and businesses become increasingly international, EHS managers find themselves faced with the task of solving EHS problems in unfamiliar countries and cultures. This is particularly challenging for American EHS managers of U.S.-based corporations, who are accustomed to operating in a U.S.-centric manner.
There are differences in the pace of conducting business, differences in the balance of power between management, regulatory agencies and labor (or is it labour), different philosophies around EHS risk management. And of course, language and cultural differences, which can become especially problematic in the technically complex world of EHS management.
The classic gaffe often used to illustrate the importance of clear communication in a business context is the story of the problems Chevrolet had with marketing its Nova brand in Latin America. Since “no va” literally means “no go” in Spanish, buyers shunned the car, forcing Chevrolet to pull it from the market.
You may also have heard the anecdote about what Gerber learned when they first introduced their baby food in Africa, using the same packaging as in the U.S. (you know, the one with the cute baby on the label). While later investigating lower-than-expected sales figures, they found out that it is common practice in Africa to put pictures of the contents on food package labels.
The lessons, of course, are that language and cultural differences can lead to major misunderstandings. I think it would be wise for EHS managers of global corporations to invest time understanding the cultures and regulatory, governmental and business norms of the countries in which they operate. As for the Millennial Generation members of NAEM, by the time you all are the grand poobahs of EHS management, I predict that being adept at operating in a variety of cultures will be an expectation, so it would be best to get started working on these skills now.
For those of you with international experience, what recommendations do you have for EHS managers who find themselves thrust into a global role? Any good anecdotes or recommended reading?
And to the Millennial Generation readers (surely there are a few of you lurking out there), what would you like from NAEM to help you prepare for this brave new world?
Giving your best to others
Alex Pollock
In June I was saddened to read of the passing of John Wooden, the famed UCLA Bruins basketball coach. As I listened to and read the tributes that were recorded in the media, I sensed that this man was revered as much for his off-court character as he was for his on-court prowess.
He left a legacy of honoring his commitments, listening to his conscience, living by the highest of standards and always giving his very best. I read that among the advice his father, Joshua, passed along to him were the phrases, “Help others” and “Make friendship a fine art.” These lessons became important dimensions of the legacy John Wooden left behind. He was a mentor to many, intentionally helping guide the development of those within his sphere of influence.
As we reflect on our careers, there are many people who have crossed our path and we may have even been fortunate enough to have a few people take the time to invest in us. Much has been written on the “rules” for finding a mentor, including experience, character, availability, open- mindedness, caring and having a positive outlook.
I was wondering if any of you have benefited from a mentoring relationship? What “rules” have worked best for you? What guidance can you give those who are at the edge of the mentoring pool but haven’t yet jumped in? Wouldn’t it be wonderful if “helped others” was included in our legacy? Thanks for sharing your thoughts.
Will the BP spill change anything?
Carol Singer Neuvelt
I recently started thinking about the importance of cultural attitudes vis-a-vis the environment, after reading an article in the Washington Post about the prospects for climate change legislation. The story explored the question of whether or not the BP spill will influence the debate and help spur legislative action:
“For environmentalists, the BP oil spill may be disproving the maxim that great tragedies produce great change. Traditionally, American environmentalism wins its biggest victories after some important piece of American environment is poisoned, exterminated or set on fire…But this year, the worst oil spill in U.S. history– and, before that, the worst coal mining disaster in 40 years — haven’t put the same kind of drive into the debate over climate change and fossil-fuel energy.”
As I was reading the article, it seemed to me that if a society’s not ready for action, environmental disasters won’t necessarily translate into change. Indeed, in looking back over the history of environmental catastrophes, the cultural context seems to be as important to change as the tragedy itself.
One of the first examples we confronted, of course, was the burning of Ohio’s Cuyahoga River in 1969. During my tenure at the EPA, we talked about that incident as the seminal event that established the need for a regulatory framework at both the federal and state level. From my perspective, the other reason this event had such a big impact is because it came on the heels of the cultural movement of the 1960s, which included a focus on society’s connection with the earth.
The next major event was the nuclear meltdown at Three Mile Island in 1979. What this taught us is that the regulation of end-of-pipe controls alone do not prevent disasters. And the unintended consequences of engineering (such as we are facing now) are not always thoroughly considered. The result was a greater emphasis in the regulatory world on the need for environmental and safety oversight from inside a company. It was also the beginning of the recognition of the role community activists can have on the public debate. As we began to notice the long-term effects of industry on communities, citizens started to find their voice through activists like Lois Gibbs who advanced the environmental movement in a new way.
And then in the 80s, we had the gas leak at the Union Carbide plant in Bhopal, India and the explosion at the Chernobyl nuclear facility in the Ukraine. These tragedies not only introduced our global awareness and response to environmental issues, but also were catalyst that led to the passage of community “right-to-know” legislation. The other key outcome from Bhopal that’s still relevant today was the strong demand for public and financial accountability. Union Carbide no longer exists, yet the effects of the leak continue in the form of on-going litigation, severance to individuals, and continued quantification of the disaster’s impact.
So what does this all mean for where we’re headed tomorrow? What do you think?
Should the BP spill be an instigator for climate change legislation? Should regulations come out of it? If so, what regulatory, legal, financial or societal changes do you think we need? I’d love to hear from you.
Taking a systems approach to ergonomics
Walt Rostykus
Historically, the responsibility for managing and improving ergonomics in the workplace lies with the Safety Department. Over the next several blog posts, I’ll question and test this and other paradigms about occupational ergonomics. Why? Because the application of ergonomic principles not only benefits safety, but can also improve productivity and quality. When applied and managed effectively, ergonomics can help you (the EHS manager) demonstrate value and affect the bottom line of your organization.
Google the word “ergonomics” and you’ll find a wide (and liberal) use of the term. It’s used to promote stretching and exercise (i.e. wellness); to sell office chairs, cars, hand tools and dog dishes; and to describe various types of injuries. The best definition I’ve found for Occupational Ergonomics is the following one by the National Institute for Occupational Safety and Health:
“The science of fitting workplace conditions and job demands to the capabilities of the working population. Ergonomics is an approach or solution to deal with a number of problems – among them are work-related musculoskeletal disorders.”
I have observed that the greatest challenge organizations have with “doing ergonomics” is maintaining focus and ownership, and sustaining the application over time. In other words, the system they use to manage the application of ergonomics in day-to-day operations. W. Edwards Demming once said, “If you can’t describe what you are doing as a process, you don’t know what you are doing.”
Managing ergonomics as a process is not a foreign concept. Quality is typically managed as a continuous improvement process following the Shewart Cycle of Plan-Do-Check-Act or PDCA. (Note that Demming used the Shewart Cycle as a foundation of his work). Environmental Management Systems (ISO 14001) and Safety Management Systems (OHSAS 18001, ANSI Z10) are modeled after the PDCA model. OSHA VPP is not a process, but does state that a system needs to be in place to manage safety.
I challenge you to map out your workplace ergonomics not as a program (the traditional approach) but as a process, based on continuous improvement: Take a blank sheet of paper and draw a “Start” box at the top and an “End” box at the bottom. Now map out the steps, decisions, documents and tools you need to get there. Is it complete? Are there some holes? Is it really a process?
In a recent benchmarking study we conducted with 13 leading companies, we found that all had aligned their ergonomic program elements with a continuous improvement process that was familiar to the organization. A recorded summary of the benchmarking study is available on line (Click here).
- How do you manage ergonomics? As a program, a process, or other means?
- Does it work? Are you getting the results you need? Is it a sustainable process/program, or require repeated efforts to revive?
I am interested in hearing your experience and lessons on this.
Walt Rostykus is a vice president and consultant with Humantech Inc., a consulting firm that combines the science of ergonomics with their unique 30-Inch View® – where people, work, and environment intersect–to deliver practical solutions that impact safety, quality, and productivity. When he is not travelling for work, Walt resides in New Mexico enjoying the great outdoors.
Is Telecommuting an EHS Issue?
Celia Spence
An important new study, “Workshifting Benefits: The Bottom Line”, by the Telework Research Network concludes what we have known for some time: Allowing employees to work from home benefits employers, employees and the environment.
Those of us responsible for leading programs to reduce greenhouse gas emissions in our companies should include telecommuting as an element of our programs because:
- About $360 per year can be saved in gasoline expenses per employee telecommuting half of their time
- If businesses allow 100 employees to work half of their time from home, 129 metric tons of greenhouse gas emissions can be reduced just from getting those cars off the road.
Many of us work in companies that have not gotten on board with the concept of allowing employees to work from home, whether it’s because employers don’t believe employees have the discipline to work if they are not being observed by a supervisor, or they simply haven’t been convinced of the benefits. This study, however, provides a tool for those who want to make the case for telecommuting as a GHG reduction measure.
What is the policy in your company? Do you think this is an issue that the EHS or Sustainability Manager should champion or does it belong in HR or elsewhere?
Celia Spence is an EHS and Sustainability leader and most recently served as Vice President of Environment, Health & Safety for FUJIFILM Holdings America Corp. She resides in Stamford, Conn., where she enjoys gardening, cycling and hiking with her collie, Eclipse.
Local initiatives create sustainable communities
Margery Moore
Community-level sustainability initiatives are on the rise! According to the book “Blessed Unrest” by Paul Hawken, there is an enormous surge of grass-roots initiatives happening globally right now. And although they are relative disconnected, together they wield huge influence.
I see this happening daily, from my home on Salt Spring Island, British Columbia, where no fewer than 150 NGO’s are working on sustainability and related environmental projects. The power of groups like these is growing. In many towns in North America, local level by-laws are being re-written to exclude certain types of development based on sustainability principles and frameworks, such as “The Natural Step” or “Transition Town.”
Transition Town is a movement that supports communities with creating carbon emission reducing initiatives. It already has about 300 towns on board and is growing rapidly. Salt Spring is one of them and has already made headway locally, helping set carbon reduction goals. At the heart of a Transition Town is an energy plan the community develops to help them move off of fossil fuels. This can occur through setting up food co-ops, electric car co-ops, pressuring the local government to set carbon reduction goals or exclude certain types of industrial businesses, etc.
Communities can now take advantage of data freely available on the Web to inform them of what governments, NGOs, and businesses are doing in their region. That is the first step to understanding a town’s carbon footprint and where to put the bulk of the effort.
Going one step further, using community planning software, collaborative decision-making can occur in a community between all groups to help identify goals, metrics and what the trade-offs are so that everyone can agree to a local energy reduction plan.
As community interest in quality-of-life and resource management issues grows, what impact do you think this will have on the practice of EHS Management? What is your company doing to engage community-level stakeholders?
Margery Moore is a member of the NAEM Board of Directors and the Director of EHS Alliances for the Bureau of National Affairs, a Washington, D.C.-based media company. A columnist for BNA, she also regularly contributes to GreenSense Radio, a radio program about the top climate and energy stories of the week.
During her spare time, she serves as advisor to the Association for Climate Change Officers(ACCO) and runs The Institute for Sustainability Education & Action on Salt Spring Island, B.C.
Environmentalism is Patriotic
Carol Singer Neuvelt
While much has been written about our country’s abundant natural wealth, it bears reminding that our access to natural resources helped fuel our economic prosperity and leadership during the 20th century.
I know it’s hokey, but on the eve of Independence Day, I’d like to spend a few moments pondering the idea that environmental values are at the core of the cultural and societal values this country was founded on.
So in the spirit of the day, I’d like to share what a few of our Presidents had to say about the importance of environmental conservation:
“To waste, to destroy our natural resources, to skin and exhaust the land instead of using it so as to increase its usefulness, will result in undermining in the days of our children the very prosperity which we ought by right to hand down to them amplified and developed.” - Theodore Roosevelt
“A people that values its privileges above its principles soon loses both.” – Dwight D. Eisenhower
“The solution of our energy crisis can also help us to conquer the crisis of the spirit in our country. It can rekindle our sense of unity, our confidence in the future, and give our nation and all of us individually a new sense of purpose.” — Jimmy Carter
“The American people have a right to air that they and their children can breathe without fear.” – Lyndon Baines Johnson
“The people have a vital interest in the conservation of their natural resources; in the prevention of wasteful practices.” – Herbert Hoover
“The recent upsurge of public concern over environmental questions reflects a belated recognition that man has been too cavalier in his relations with nature. Unless we arrest the depredations that have been inflicted so carelessly on our natural systems–which exist in an intricate set of balances–we face the prospect of ecological disaster.” - Richard Nixon
As we all prepare to close up shop and celebrate the Independence Day, I invite you share some of the patriotic environmentalist that have inspired you in your career and life.
