How can your digital strategy help improve EHS outcomes? – EY
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How can your digital strategy help improve EHS outcomes?
EY Oceania Climate Change and Sustainability Services Leader
Digital technology is changing our economies, our societies and our way of life. The management of environment, health and safety (EHS) stands to be significantly impacted by digital. Technological advancements are changing the nature of how EHS professionals mitigate risk, make decisions and allocate resources. From the automation of processes, through the proliferation of in-field sensors and the evolution toward predictive analytics, workers and organizations stand to experience a step change in EHS performance, if these opportunities can be grasped.
As the business environment moves further into the digital age, leading organizations are leveraging existing and emerging technologies to improve their EHS outcomes. However, the majority of organizations are still reconciling how to translate these technological changes into improved performance.
This article explores the challenges associated with digital initiatives as it relates to EHS, and how EHS professionals can better leverage digital technology to better manage risks and improve EHS outcomes.
Compared with other functions such as marketing and finance, the EHS profession has been slow to embrace and adopt digital technology. This is because organizations do not always fully understand the problem they are trying to solve, resulting in systemic-, people- or technology-related gaps in the solutions implemented. And where digital technologies are employed, they are often poorly designed, disconnected and implemented to solve isolated problems.
Other barriers that could explain the lack of digital technology progress in this field include:
Traditionally, the management of EHS places a strong focus on measuring incidents. In a broader organizational context, incident datasets are limited and restrictive. Often, digital traces of incident causal factors are not identified. Even for those rare instances where data related to causal factors are identified, the profession grapples with the integrity and statistical rigor of incident causation models.
Despite the growing digitization of traditional EHS activities (e.g., inspections and incident reports), EHS datasets are still comparatively small. Safety activities alone are unlikely to ever provide big data at the organizational level. Rather, to generate higher value insights, EHS systems and professionals increase the number of end-users and sensors providing data. Through thoughtfully designed user interfaces, greater, high-quality data can be used to reduce EHS risks.
EHS is a multidisciplinary profession. Therefore, EHS professionals come from diverse and varied backgrounds; these backgrounds rarely include digital, data or statistics-intensive occupations, such as finance or IT.
Quantifying the benefits of digital initiatives, decisions or operations that lead to healthy and safe workplaces can be challenging. By failing to identify “what success looks like,” ongoing support for initiatives is more difficult to secure. In other words, comprehensive integration can remain elusive.
Big data analytics and the use of other digital technologies raises several key areas of concern, including privacy, discrimination, security and quality. These risks can hinder initiatives, particularly in low trust workplaces.
Examples of successful digital technology EHS initiatives are beginning to emerge.
There are many examples of failed digital technology initiatives in the EHS industry. Poorly designed digital management systems that leave users frustrated or disappointed, automation that fails to yield efficiencies and shiny gadgets that quickly become redundant.
There is more to EHS digital technology initiatives than just the technology itself. Indeed, today many technologies have advanced so far that they are often not the weakest link. Instead, organizations are often burdened by “solution overload” or overwhelmed with “digital paralysis.” So many challenges today are met with an app designed to meet them. Today’s challenge is navigating, coordinating and integrating these multitude of solutions.
Furthermore, it is often other, non-digital factors that determine an initiative’s success, such as:
Navigating through these additional factors will increasingly become a core requirement for implementation of EHS technology or digital solutions, as EHS professionals strive to increase the benefits from, and limit the negative impacts of, digital technologies.
Successful EHS technology initiatives:
More specifically, this can result in outcomes such as:
It is a challenge for EHS functions to effectively harness digital technology for providing sustained improvements in EHS performance. But the EHS profession should do that to effectively contribute to the organizational success going forward.
With so many digital technologies emerging, knowing where to start can be difficult. There are no simple solutions; one size does not fit all and one shiny, new gadget is not going to lead to long-term improvement.
So, what should organizations do to successfully leverage digital technologies to better understand and manage EHS risks and reduce harm?
Organizations should:
Have a clear understanding of the problem to be solved, and what “solved” looks like
Not unlike incidents, hazards or risks, without a clear understanding of the issue, the requirements cannot be effectively identified.
Assess their current EHS digital maturity
A leapfrog strategy rarely works in digital; without identifying the current state, it is difficult to map a clear, achievable progression plan. Mapping includes assessing the current digital systems as many organizations harbor unused, remnant software licenses and other legacy technologies.
Have a strategic view of digital technology
Design coordinated and integrated initiatives and effective change management processes that are designed to achieve organizational goals — not just solve a specific problem in isolation.
Seek integrated, automated EHS digital systems and solutions
These should support real-time, customizable and accurate data for informed decision-making. Systems need to be robust (so they can be trusted) and engaging (so the workforce wants to use them).
Invest in digital capability and leverage external support
Nobody knows it all, and it is not the role of EHS professionals to know it all. Instead those seeking to leverage digital technology to improve EHS should understand their needs and strategically engage support as required. This includes seeking out trusted advisors that understand the elements required for success. Accessing the right support to achieve successful initiatives, and to build an integrated digital architecture, is critical.
As this article shows, successful implementation of digital innovation requires more than just technology. It requires three elements — subject matter knowledge and experience, technology that works and a human-centered approach.
EY EHS teams work with organizations to help adapt their approach and proactively leverage digital technology to improve EHS outcomes.
Certain services and tools may be restricted for EY audit clients and their affiliates to comply with applicable independence standards. Please ask your EY contact for further information.
Leading organizations are leveraging existing and emerging technologies to improve their EHS outcomes. However, the majority of organizations are still reconciling how to translate these technological changes into improved performance. This article explores the challenges associated with digital initiatives as it relates to EHS, and how EHS professionals can better leverage digital technology to better manage risks and improve EHS outcomes.
About this article
EY Oceania Climate Change and Sustainability Services Leader
How EY can help
Environment, health and safety issues
Organizations should look at how they can effectively and efficiently manage EHS outcomes through employee motivation.
EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients.
This article was autogenerated from a news feed from CDO TIMES selected high quality news and research sources. There was no editorial review conducted beyond that by CDO TIMES staff. Need help with any of the topics in our articles? Schedule your free CDO TIMES Tech Navigator call today to stay ahead of the curve and gain insider advantages to propel your business!
See more
See more
AI insights
CEO agenda
CFO agenda
EY Center for Board Matters
EY podcasts
EY webcasts
Operations leaders
Technology leaders
See more
EY helps clients create long-term value for all stakeholders. Enabled by data and technology, our services and solutions provide trust through assurance and help clients transform, grow and operate.
See more
EY.ai – A unifying platform
Strategy, transaction and transformation consulting
Technology transformation
Tax function operations
Climate change and sustainability services
EY Ecosystems
EY Nexus: business transformation platform
Discover how EY insights and services are helping to reframe the future of your industry.
See more
Workforce
How Microsoft built a new mobility model for cross-border talent
14 May 2024EY Global
Private equity
How GenAI is empowering talent at a PE-backed consumer brand
09 May 2024EY Global
Strategy and Transactions
How carve-outs positioned an automotive giant for future growth
12 Apr 2024EY Global
See all
We bring together extraordinary people, like you, to build a better working world.
See more
Experienced professionals
EY-Parthenon careers
Student and entry level programs
Talent community
At EY, our purpose is building a better working world. The insights and services we provide help to create long-term value for clients, people and society, and to build trust in the capital markets.
See more
Press release
Vellayan Subbiah from India named EY World Entrepreneur Of The Year™ 2024
07 Jun 2024Eric J. Minuskin
Press release
Extreme E and EY publish Season 3 report, recording 8.2% carbon footprint reduction as female-male performance gap continues to narrow
09 Apr 2024Michael Curtis
Press release
EY announces acceleration of client AI Business Model adoption with NVIDIA AI
20 Mar 2024Barbara Dimajo
No results have been found
Topics
General
People
Recent Searches
Trending
Rethink customer experience as human experience
Technology will transform customer experience. Competitive differentiation will come from connecting to what is essentially human. Learn more.
How can trust survive without integrity?
The EY Global Integrity Report 2024 reveals that rapid change and economic uncertainty make it harder for companies to act with integrity. Read our findings.
How CEOs juggle transformation priorities – the art of taking back control
EY CEO survey highlights how CEOs consider AI transformation, ESG and M&A to navigate between immediate profits and future sustainability aspirations. Read more.
Select your location
How can your digital strategy help improve EHS outcomes?
EY Oceania Climate Change and Sustainability Services Leader
Digital technology is changing our economies, our societies and our way of life. The management of environment, health and safety (EHS) stands to be significantly impacted by digital. Technological advancements are changing the nature of how EHS professionals mitigate risk, make decisions and allocate resources. From the automation of processes, through the proliferation of in-field sensors and the evolution toward predictive analytics, workers and organizations stand to experience a step change in EHS performance, if these opportunities can be grasped.
As the business environment moves further into the digital age, leading organizations are leveraging existing and emerging technologies to improve their EHS outcomes. However, the majority of organizations are still reconciling how to translate these technological changes into improved performance.
This article explores the challenges associated with digital initiatives as it relates to EHS, and how EHS professionals can better leverage digital technology to better manage risks and improve EHS outcomes.
Compared with other functions such as marketing and finance, the EHS profession has been slow to embrace and adopt digital technology. This is because organizations do not always fully understand the problem they are trying to solve, resulting in systemic-, people- or technology-related gaps in the solutions implemented. And where digital technologies are employed, they are often poorly designed, disconnected and implemented to solve isolated problems.
Other barriers that could explain the lack of digital technology progress in this field include:
Traditionally, the management of EHS places a strong focus on measuring incidents. In a broader organizational context, incident datasets are limited and restrictive. Often, digital traces of incident causal factors are not identified. Even for those rare instances where data related to causal factors are identified, the profession grapples with the integrity and statistical rigor of incident causation models.
Despite the growing digitization of traditional EHS activities (e.g., inspections and incident reports), EHS datasets are still comparatively small. Safety activities alone are unlikely to ever provide big data at the organizational level. Rather, to generate higher value insights, EHS systems and professionals increase the number of end-users and sensors providing data. Through thoughtfully designed user interfaces, greater, high-quality data can be used to reduce EHS risks.
EHS is a multidisciplinary profession. Therefore, EHS professionals come from diverse and varied backgrounds; these backgrounds rarely include digital, data or statistics-intensive occupations, such as finance or IT.
Quantifying the benefits of digital initiatives, decisions or operations that lead to healthy and safe workplaces can be challenging. By failing to identify “what success looks like,” ongoing support for initiatives is more difficult to secure. In other words, comprehensive integration can remain elusive.
Big data analytics and the use of other digital technologies raises several key areas of concern, including privacy, discrimination, security and quality. These risks can hinder initiatives, particularly in low trust workplaces.
Examples of successful digital technology EHS initiatives are beginning to emerge.
There are many examples of failed digital technology initiatives in the EHS industry. Poorly designed digital management systems that leave users frustrated or disappointed, automation that fails to yield efficiencies and shiny gadgets that quickly become redundant.
There is more to EHS digital technology initiatives than just the technology itself. Indeed, today many technologies have advanced so far that they are often not the weakest link. Instead, organizations are often burdened by “solution overload” or overwhelmed with “digital paralysis.” So many challenges today are met with an app designed to meet them. Today’s challenge is navigating, coordinating and integrating these multitude of solutions.
Furthermore, it is often other, non-digital factors that determine an initiative’s success, such as:
Navigating through these additional factors will increasingly become a core requirement for implementation of EHS technology or digital solutions, as EHS professionals strive to increase the benefits from, and limit the negative impacts of, digital technologies.
Successful EHS technology initiatives:
More specifically, this can result in outcomes such as:
It is a challenge for EHS functions to effectively harness digital technology for providing sustained improvements in EHS performance. But the EHS profession should do that to effectively contribute to the organizational success going forward.
With so many digital technologies emerging, knowing where to start can be difficult. There are no simple solutions; one size does not fit all and one shiny, new gadget is not going to lead to long-term improvement.
So, what should organizations do to successfully leverage digital technologies to better understand and manage EHS risks and reduce harm?
Organizations should:
Have a clear understanding of the problem to be solved, and what “solved” looks like
Not unlike incidents, hazards or risks, without a clear understanding of the issue, the requirements cannot be effectively identified.
Assess their current EHS digital maturity
A leapfrog strategy rarely works in digital; without identifying the current state, it is difficult to map a clear, achievable progression plan. Mapping includes assessing the current digital systems as many organizations harbor unused, remnant software licenses and other legacy technologies.
Have a strategic view of digital technology
Design coordinated and integrated initiatives and effective change management processes that are designed to achieve organizational goals — not just solve a specific problem in isolation.
Seek integrated, automated EHS digital systems and solutions
These should support real-time, customizable and accurate data for informed decision-making. Systems need to be robust (so they can be trusted) and engaging (so the workforce wants to use them).
Invest in digital capability and leverage external support
Nobody knows it all, and it is not the role of EHS professionals to know it all. Instead those seeking to leverage digital technology to improve EHS should understand their needs and strategically engage support as required. This includes seeking out trusted advisors that understand the elements required for success. Accessing the right support to achieve successful initiatives, and to build an integrated digital architecture, is critical.
As this article shows, successful implementation of digital innovation requires more than just technology. It requires three elements — subject matter knowledge and experience, technology that works and a human-centered approach.
EY EHS teams work with organizations to help adapt their approach and proactively leverage digital technology to improve EHS outcomes.
Certain services and tools may be restricted for EY audit clients and their affiliates to comply with applicable independence standards. Please ask your EY contact for further information.
Leading organizations are leveraging existing and emerging technologies to improve their EHS outcomes. However, the majority of organizations are still reconciling how to translate these technological changes into improved performance. This article explores the challenges associated with digital initiatives as it relates to EHS, and how EHS professionals can better leverage digital technology to better manage risks and improve EHS outcomes.
About this article
EY Oceania Climate Change and Sustainability Services Leader
How EY can help
Environment, health and safety issues
Organizations should look at how they can effectively and efficiently manage EHS outcomes through employee motivation.
EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients.
This article was autogenerated from a news feed from CDO TIMES selected high quality news and research sources. There was no editorial review conducted beyond that by CDO TIMES staff. Need help with any of the topics in our articles? Schedule your free CDO TIMES Tech Navigator call today to stay ahead of the curve and gain insider advantages to propel your business!
