Paper Summary:

This paper evaluates various management styles and systems that will train and educate environmental, health, and safety (EHS) managers how to compete within the organization for capital and resources. The paper explains that traditionally the EHS function within the organization has served as a cost center with the primary responsibility of the EHS department being maintenance of compliance with regulatory authorities and in general to keep the workers safe without impacting production speed or product quality negatively. The paper looks at how the EHS manager has an opportunity to advance the department from cost avoidance to profit center. The paper then examines how this manager re-frames his/her worth within the organization and competes for resources (capital budget, added head count etc.) to develop and fund new technologies and projects. The paper also reviews various styles of EHS management as well as skills needed by the EHS manager to effectively implement the EHS management systems. The paper concludes that there is a great need for more research in this subject area as well as a need for formation of models that better suit today's EHS requirements.

Outline:
Objective
Introduction
I. Overview of EHS Management within the Organization/Corporation
II. Environmental Management System (EMS) Overview
III. MIT Institute Environmental, Health and Safety Management Systems Model
IV. Corporate Social Responsibility & the Socially Responsible Investment (SRI) Movement
V. The Need for Ongoing Education in this Management Position
VI. Five Basic Models for Organizational Change
VII. Five Ideal Types of EHS Management
VIII. Collaboration with Community Agencies and Cooperative Initiatives for Success
a. Management and Local Chapters and Trade Associations
Summary and Conclusion

From the Paper:

"The EHS manager must be an effective communicator and a salesman as the EHS manager works to effectuate a comprehension of the need for safety and the importance of compliance to stakeholders and workers in the organization. The EHS manager must necessarily be equipped with proper education and training to effectively implement the standards necessary once having been established and the ideas sold to those in the organization. Naturally, requirements exist in terms of finances and specifically costs associated with non-compliance and unfortunate injuries but as well in terms of costs associated with receiving a negative screening by funding entities and investors."

Sample of Sources Used:

• Mapping Support for an EHS Management System (2006) Occupational Hazards Journal 29 June Online available at: http://www.occupationalhazards.com/Issue/Article/38310/Mapping_Support_for_an_EHS_Management_System.aspx.
• Hamner, Burton (2005) Integrating Market-Based Sustainability Indicators and Performance Management Systems. 5 April 2005. Online available at: http://cleanerproduction.com/Pubs/pubs/Hamner%20-%20Market%20CSR%20Indicators%20and%20Quality%20Systems.doc
• Science Careers (2007) VP, Global Quality, Regulatory & EHS - Invitrogen. 18 May 2007. Online available at: http://aaas.sciencecareers.org/texis/jobsearch/details.html?id=46136ba06d601a&q=environmental%20science&pp=25&view=1&page=3
• EHS Organizations in a Sea of Change (2006) EHS Strategy and Management Quarterly Vol. 2 No. 3, 2006.
• Rice, Steve (2006) An Effective Environmental Policy Statement is Your Foundation! March 2006 Environmental Opportunities. Environmental Expert. Online available at: http://www.environmental-expert.com/resulteacharticle4.asp?cid=5963&codi=6498&idproducttype=6&idmainpage=65&level=5

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