Beyond Exposure: A New Risk Context and Perspective

Transcription

1 Beyond Exposure: A New Risk Context and Perspective Leverage for EHS/S Leaders and Teams EEI Spring OS&H Committee Conference Philadelphia, Pennsylvania May 4, 2016 Charles Redinger, PhD, MPA, CIH, FAIHA President, Redinger 360, Inc. Harvard, Massachusetts 1

2 Session Goal You see New possibilities for OH&S in your company. Ways to increase effectiveness, and alignment with stakeholder expectations and trends. 2

3 Session Drivers Framing within a risk management context. Power of inquiry (questions). Shift in thinking about what s possible. Power of language (words). 3

4 We can t solve problems by using the same kind of thinking we used when we created them 4

5 Gaining Leverage with OHSMS Prof. Steve Levine Management System Loss Control Contract Quals. OHS Ethics Civil Liability Compliance with Regulations 5

6 Shift in thinking 6

7 Risk & EHS Management Evolution 4.0 Shift in Context and Perspective Health/Well-being 3.0 Generic approaches and integration; ISO View expanding to non-financial RM 1.0 Insurance, finance, EHS compliance 7

8 New Context, New Perspective Different sides of the same coin Risk : Safe Disease : Health 8

9 Key Points and Assertions A new risk management context and perspective provides access to addressing complex and paradoxical challenges. Health is a key distinction. EHS/S professionals can drive this - or Attention to thinking (mindset) is essential. Your work can actually get easier alignment with what s important to stakeholders. 9

10 Challenges Individual, as EHS/S professionals Being asked to do more with less. Pressure to innovate. Engagement. Fighting off cynicism/resignation. Increasing complexity. Risk is multifaceted. Expanding skills and bandwidth. 10

11 Challenges For the organization Building an organization-wide view of risk. Anticipating risks within constraints of the company. Things are speeding up. Shrinking production cycles. Increasing stakeholder expectations. Evolving sustainability reporting and social business pressures. 11

12 Challenges Maybe more important Things aren t going too well when looking outside the fence line. 12

13 Why are you in this field? Think about this, along with some of the foundation tenant, principles, and values in the field. To what extent is there drift from these? 13

14 What s driving me? Impacting global wellbeing and health. Leverage through companies and public policy. Developing people and teams to do this. 14

15 Increasing Complexity Enlarge Dr. John Howard, AIHce 2014 Our roots are rich Workforce health Expanding scope We know significant professional enlargement will be needed 15

16 Millennial Generation Peter Leyden, AIHce 2014 Tech savvy Collaborative Civic minded Racially diverse Global Green 16

17 Empathy, Relationship, Meaning Jeremy Rifkin, AIHce 2008 There was a spatial change in our notion of ourselves with the Apollo program. An expanded notion of self. Our most basic instincts are to seek empathy relationship, and to find meaning. Extend this [meaning] to others is our mission, then introduce the science. Developing a Culture of Health 17

18 System Dynamics Events Patterns/Trends Systemic Structures Mental Models Beliefs & Values 18

19 Risk Awareness The quality of results produced by any system depends on the quality of awareness from which people in the system operate. Otto Scharmer Theory U: Leading from the Future as it Emerges 19

20 National Academy of Sciences Risk Assessment Framework Hazard Identification Dose Response Exposure Assessment Risk Characterization 20

21 Enterprise Risk Management COSO s Enterprise Risk Management Framework Committee of Sponsoring Organizations of the Treadway Commission 21

22 Risk in the ISO World ISO

23 ISO 14001:2015 A driver for risk integration Top management needs to demonstrate its leadership by ensuring the integration of environmental management system requirements into the organization s business processes. 23

24 Risk Management 4.0 New Context and Perspective Vehicle for OH&S Leverage Not compliance-based. Forward awareness about company health and risks. Commitment to, and making, positive impact and sustained value. Collective alignment and vision sought. 24

25 Risk Management 4.0 Elements Putting Ideas into Action Individual and Team Perspectives 360 RM Perspective Framework/System Future-based Assessment (aka Auditing) 25

26 Framework/System Risk Management 4.0 Integrated system for risk management and/or organizational health. High leverage components defined and monitored. Strong risk assessment function. Take care if ISO-driven. 26

27 A 360 Risk Management System Historic MS Approach Planning Implementation Commitment Evaluation 360 Risk Management System Awareness & Context Reflection & Renewal 27

28 5.1 Risk Awareness From R360 Risk Management System The recommendations in this section highlight the role that a systems-dynamic model have in risk management success. RMS implantation and maintenance is prone to evolving into to rote actions and checklists. This section addresses the need to ongoingly circle back and examine fundamental assumptions underlying the RMS Purpose, identity, vision, legacy Risk Perspective of an emerging future Integration, strategic alignment, dissolving siloes Communication system and skills Information flow 28

29 Examples of Risk Management 4.0 NIOSH Cumulative Risk Assessment (CRA) 29

30 Individual and Team Perspectives Risk Management 4.0 Clarity in a shared, future-based vision & purpose. Attention given to mental models and beliefs. Communication and creativity skills that promote collaboration & alignment. Strength in seeing systems systems thinking. 30

31 Language & Communication Matter Key to shifting context and performance We are unconscious prisoners of our language. While most of the time this constraint matters little, at times of momentous change in culture or society, our use of old words to describe new things can hide the emerging future from our eyes. Charles Handy, Harvard Business Review,

32 Examples of Risk Management 4.0 Shell Oil Company 32

33 Examples of Risk Management

34 Future-based Assessment Risk Management 4.0 Expanded notion of risk and what needs to be measured. Attention to new metrics. Focus on outcomes, not outputs. Organizational learning goal, not simply compliance. Attention to wide-range of stakeholder perspectives and input. Striving to understand leading indicators. 34

35 Examples of Risk Management 4.0 Shell Oil Company 35

36 Call to Action Are there new ways you can language OH&S in your company? If yes, what would that look like? Stay in the inquiry: why are you in the field? your noble purpose? a larger contribution? 36

37 Key Points and Assertions A new risk management context and perspective provides access to addressing complex and paradoxical challenges. Health is a key distinction. EHS/S professionals can drive this - or Attention to thinking (mindset) is essential. Your work can actually get easier alignment with what s important to stakeholders. 37

38 Session Goal You see New possibilities for OH&S in your company. Ways to increase effectiveness, and alignment with stakeholder expectations and trends. 38

39 Thank You! Charles Redinger, PhD MPA CIH