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Integrating Environment, Health & Safety and other Functions

Integrating Environment, Health & Safety and other Functions. Challenges and Opportunities Neil Skinner, Environmental Management Services Accolade Learning Resources Ltd. Edmonton Alberta Canada. The Three Major Challenges . 1. Identifying clear corporate goals

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Integrating Environment, Health & Safety and other Functions

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  1. Integrating Environment, Health & Safety and other Functions Challenges and Opportunities Neil Skinner, Environmental Management Services Accolade Learning Resources Ltd. Edmonton Alberta Canada

  2. The Three Major Challenges • 1. Identifying clear corporate goals • 2. Choosing the correct standards and models, and creating an integrated composite model • 3. Establishing strong lines of communication and effective mechanisms for decision-making

  3. 1. Identifying Clear Corporate Goals • Neither environmental or OHS problems are well served with solely reactive processes • Linkages between EH&S goals and core business objectives are mandatory • Strengthening core business objectives with sound EH&S policy should be the focus

  4. 2. Choosing Standards • There are both integrated and individual standards suitable for EHS program development • Industry models are important for substantive foundations • Recognized international standards are crucial for external recognition • The ultimate system should combine these 2 with organizational needs

  5. Standards in Oil & Gas • The API Model EHS is a good starting point, so are the CAPP programs • ISO 14001 should be used as one of the underlying models • BS 8800 is the most suitable & recognized OHS system standard • ISO 9000 can also be helpful • All of these share many common elements

  6. Integrating Different Standards • The key to integration is to find the commonalties among and between the standards • Re-organizing the various standards into a workable whole is the key • Administrative and management elements share many common characteristics • Substantive elements can simply be grouped into functional divisions

  7. 3. Communication and Authority • The third challenge is perhaps the source of the crucial difference between effective and superficial systems • Top-down communications are just as important as bottom-up reporting • Employee buy-in will not be accomplished without delegation of responsibility • Continual improvement demands this

  8. Authority and Responsibility • Adherence to procedures is not enough • Real responsibility must be granted for effective management • Action plans require participation throughout the organization • Simple ideas are more likely to be implemented

  9. Steps in System Development • 1. Approve goals and objectives • 2. Grant authority and establish clear reporting structures • 3. Use existing “best practices” as a starting point • 4. Develop both top AND bottom features first: high level system functions AND strengthened existing operating procedures

  10. Let us Help You • We have proven ideas to help put these concepts into practice • We do not believe that outside structures should impede internal processes • We focus our efforts on capacity-building, not the traditional consulting model

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