Signs of a Strong EHS Culture
Stephen Evanoff
November 29, 2011
At this year's NAEM Forum in Tucson, several speakers and participants made the point that a strong environment, health and safety (EHS) culture is a prerequisite to achieving and sustaining a high-level of EHS performance, and EHS managers are better served by focusing on building an EHS culture than focusing strictly on outcomes. Building a culture that values EHS is difficult and takes years, so it's important to have a clear vision of what a strong EHS culture looks like. Here are my thoughts on the core characteristics of a strong EHS culture.
- Top management is involved and visibly supportive: Senior managers include EHS in enterprise goals, metrics, and operations reviews. They engage in safety-related activities, such as safety walks and self-audits, and set a clear and consistent tone through their actions that EHS is a core value.
- All levels of management are accountable: EHS comprises a significant portion of performance evaluations for managers and supervisors. Managers and supervisors are expected to create a safe work environment for their associates, and ensure the people under their supervision tend to their EHS responsibilities with the same rigor as they do quality, productivity and schedule.
- EHS is integrated into core business processes: The EHS program is made operational through the enterprise business management system and standard operating procedures. In enterprises where EHS is well-integrated, EHS doesn’t require special attention or management exhortations. It is simply how business is done.
- EHS is communicated effectively and frequently: EHS requirements are understood by all associates. New associates receive EHS training appropriate to their jobs as part of orientation. Management realizes that the importance of EHS must constantly be reinforced to achieve and maintain a high-level of performance.
- Doing the right thing is innate: Associates have a high-level of EHS awareness, receive sufficient and continuous EHS training and are given the tools to ensure effective EHS management. Associates do the right thing and do things right, even when nobody is watching.
- Associates are motivated: People find intrinsic value in high EHS performance. They understand its contribution to the success of the enterprise and take pride in doing their part.
What characteristics do you think are essential for a strong EHS culture?
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About the Author
Stephen Evanoff
Danaher Corp.
Stephen Evanoff is Vice President of Environment, Health and Safety for Danaher Corp. and President of NAEM’s Board of Directors. Follow him on Twitter at @SteveEvanoff.