Environmental, health, and safety (EHS) management plays and ever-increasing role in business success. Effectively managed EHS programs save money, protect workers, reduce business risk, eliminate workplace hazards and liabilities, and help ensure regulatory compliance. In the age of ESG, EHS programs also support a business’s corporate image, its values, its mission, marketability, and access to contracts and capital. Thus, leadership must recognize that even slight disruptions in EHS program can have serious consequences for the organization.

It is a simple fact that organizations with business continuity plans are better equipped to cope with and recover from operational disruptions. However, many small to mid-sized companies are not prepared. Oftentimes, critical EHS programs are the responsibility of one person, the facility EHS Manager. In the absence of the EHS Manager, gaps in inspections, training, recordkeeping, regulatory reporting, permitting, and contractor oversight can quickly increase business risk and the operation and its employees can suffer. Such deficiencies invite potential stoppage of operations due to a workplace accident, or a visit from EPA or OSHA.

I’ve completed numerous EHS compliance audits where I’ve found that significant programmatic deficiencies surfaced after just a few weeks’ disruption in EHS functions. Oftentimes this is because leadership taps its foremen, supervisors, human resources, administrative personnel, or regional EHS managers to fulfill the EHS role. Oftentimes such personnel lack the technical knowledge, training,  time, or experience to successfully oversee and administer their EHS program. Most likely it is that personnel have competing responsibilities and priorities to tend to.

Below are some best management practices that can build resiliency into an EHS program so that Plant Managers can rest well at night:

1. Have a plan to respond to disruptions to EHS operations (written procedures, practices, cross-training, decentralize the EHS function. Seek corporate level support if available, or tap into regional facilities or industry groups for guidance and support.
2. Know where your key EHS documents are located, how they are organized, and how they can be accessible to leadership. Use tools such as document management systems and shared calendars for increased visibility and accessibility. These systems organize and track key compliance deadlines, tasks, and routine action items. Also, create a written synopsis of key permits, plans, programs, inspection and testing requirements as a “quick guide” reference for others.
3. Assemble a team of key EHS support contractors and vendors for management support, inspections and testing, training, spill response, etc. Consider outsourcing some services to an EHS consultant with expertise in your industry and applicable regulations. EHS consultants provide support to business and industry and are capable of doing as much, or as little, as needed to keep your organizations compliance on track. 
4. Whenever possible, allow for a transition period where information and knowledge can be passed from the incumbent EHS Manager the new EHS leader. EHS programs are complex and can take several months for someone to learn the system and successfully administer it.
5. Perform an EHS audit or gap analysis of your facility operations every 3-5 years to assess the health of your compliance programs and weakness in EHS function that invite risk. EHS audits and gap analyses provide a useful and sometimes sobering assessment of the operational threats that may exist.

A robust EHS management program is essential to business. Disruptions to those programs can stress production schedules and threaten the viability of a business. By providing for continuity in your EHS program, your operation is better prepared to handle risk, and provide for continuous improvement and opportunity,