How Can EHS Professionals Assist ESG Business Concerns?
The purpose of environmental, health, and safety (EHS) has gained new relevance and significance as the importance of environmental, social, and corporate governance (ESG) has become a significant priority for organisations.
"Those in charge of talking about ESG at the highest levels don't understand it well enough to see that it's often EHS," says Trevor Bronson, a corporate strategy associate and senior product marketing manager at Intelex. "A lot of the things they talk about (in terms of ESG) are ultimately controlled by the EHS department on a day-to-day basis." In many circumstances, ESG is EHS."
Investors and organisations frequently seek ESG measures, which are currently available in EHS dashboards, reports, and data. Bronson thinks it's only an issue of guaranteeing its accessibility, comprehensiveness, and correctness for the many parties.
"Senior leadership is much more aware of ESG data because that's what people want to hear about," he adds, "and EHS shifts from being a cost-preventer to being a value-creator." "You frequently perceive EHS as a cost centre that saves money but doesn't necessarily provide value to the enterprise.
"EHS professionals may assume strategic thinking inside their businesses by pursuing possibilities in ESG and striving to enhance a business's ESG indicators."
Bronson believes that because of new laws and procedures, ESG issues will create a strong financial justification for boosting EHS spending. He goes on to say that there are five major things EHS practitioners can do to help their businesses' ESG efforts:
1. Become familiar with the ESG world.
It's chock-full of new acronyms that EHS workers should learn. It's critical to grasp general ESG standards as well as who your firm's major stakeholders are when it comes to ESG and material concerns for your company and stakeholders.
2. Recognize the company's environmental, social, and governance (ESG) position.
What are the declared ESG objectives of your company? Are there any yearly or other reports that the firm publishes that could provide ESG data? Who will these be given to? Is your business a trailblazer or a laggard?
3. Be aware of what your colleagues in the field are doing.
What are the ESG concerns in your sector, and how does your firm compare to its rivals in terms of ESG?
4. Evaluate the present technology's strengths and limitations.
Is your EHS technology capable of assisting your company in achieving its stated ESG objectives? Are you able to track your progress toward those objectives, and are you taking the necessary follow-up and preventative measures? Is your software integrated with other ESG systems? What role does technology play in your life? What are the holes that need to be filled? Do you have the proper equipment?
5. Be outspoken about the importance of EHS.
Keep in mind that most organisations' leadership lacks ESG competence. Today's EHS experts are considerably more visible in their work. The data they collect will have a considerably greater influence on a company. For ESG reporting, you should try to use current EHS datasets, which are already available on EHS devices and software.
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