For too long, environment, health and safety (EHS) has been viewed as a set of processes to be followed in isolation, rather than an engine that can significantly advance environmental, social and governance (ESG), and overall business performance. Leading EHS visionaries have long recognized the potential of utilizing EHS to drive overall business value and through that, bring value to organizations’ ESG agendas. They have adopted new agile practices to demonstrate this to their organizations — practices that are simpler, more flexible and connected to businesses, and that focus on critical risks. These practices are substantially more suitable for our fast-paced and complex working world.
With the heightening focus on ESG around the world, now is the time for business leaders to reframe the relationship between EHS and ESG, and to leverage the learnings from EHS to drive meaningful change in the way they approach ESG.
Why EHS is the cornerstone of ESG
There is a direct overlap between EHS and ESG, with issues such as waste management, climate risk, employee safety, as well as mental health and wellbeing, sitting at the intersection of the two functions. Data collected by EY EHS teams around these risks can feed directly into ESG reporting, strategies and performance tracking.