The high-level plan that sets out the place, use and interaction of the organization’s major resources in order to achieve specific business goals. A well-formulated and executed strategy, supported by organizational structures, establishes the foundation against which the organization can create, monitor and measure EHS success.
The manifestation of the organization’s embedded values, governance and strategy into attitudes, behaviors, knowledge and skills that reflect alignment across all levels. Engaging people and increasing their potential are central to building and sustaining a positively aligned HSE culture that is founded on principles of trust, collaboration and learning.
The translation of the strategy into action by leaders in order to develop a positive and efficient work environment, achieve the vision, and promote a culture of understanding and commitment. Transformational leadership behaviors affect the degree to which employees value EHS, as well as their motivation to create, improve and sustain a positive EHS culture.
4. Governance and assurance
The oversight and decision-making frameworks that establish common goals, support structures to be in place and verify the efficiency and effectiveness of systems of work. The relationship between board members, senior executives and EHS leadership, as well as their understanding of and focus on organizational EHS issues and opportunities, can set the standard for the effective control of EHS risk.
5. Risk and opportunity
The key functional management framework that identifies risk and methods for its mitigation, as well as opportunities for better implementation of the business strategy. A primary responsibility for any organization is to have a systematic approach to risk management and continuous improvement that will likely improve worker health and safety as well as business outcomes by reducing losses and improving opportunities.
6. Systems and structure
The representation of what the organization does and how it does it in the form of established practices and standards, supported by the way the organization is structured. Robust and integrated EHS systems and policies that are easily understood and can help people to get on with the organization’s core business more safely, efficiently and effectively.
7. Digital technology
The integration of all relevant aspects of the organization into a digital platform that is used to automate manual and repetitive tasks and inform risk management and continuous improvement activities. An organization that embraces and effectively uses digital technology and analytics is likely equipped to make better, quicker and smarter decisions to achieve organizational objectives and improve EHS performance.
By understanding how their organization is performing against each of these seven levers, business leaders can proactively and strategically capitalize on the opportunities within each lever to drive intrinsic employee motivators to move beyond compliance. This will likely facilitate an EHS function that can continuously adapt in times of change to improve and sustain its EHS success.