Environmental Management Consulting

Companies frequently view the high-dollar and high-visibility costs of EHS departments as expenses rather than investments. EHS activities have been traditionally seen as a distraction from production and most EHS departments are unable to provide data to company leadership in support of the value of their operations. EHS departments need to be able to quantify their own value and to show they enhance the value of the company as a whole.

EHS Support staff have been working with clients for the past 20 years on adding value to their EHS activities and has helped realize savings of over $10 million. We have assisted with and supported the development of over 25 program initiatives demonstrating value that has been reported to senior management and in annual EHS reporting.

The value of the programs in EHS is often thought to be too intangible to measure. All companies struggle with this issue, although many are searching for methods to quantify this value. This is a daunting task, whether companies are using the Six Sigma approach, an International Organization for Standardization certification program (such as ISO 9000 or ISO 14000), total quality management systems, or other processes.

The intangible results of these programs must be made tangible, so the value of each can be assessed. Once this occurs, EHS managers can develop plans for continuously increasing the value of these programs. If a program or activity does not justify the investment in it, it can be altered or deleted.

EHS departments need to identify the elements of the programs that create value for their companies. These may include lost revenue savings, value-added services, and business synergies. Describing EHS issues in business terms makes it easier to demonstrate the value of these programs. Once senior management understands the value of its EHS programs, these areas can be viewed as contributing to corporate performance rather than detracting from it.