Traditionally, EMIS referred to Environmental, Health & Safety (EHS) centric software and left out Process Safety as a core component, likely because four aspects of Process Safety inject immense complexity into the works: Competency, Mechanical Integrity, Management of Change, and Process Safety Information.
As a result over the past couple of years, the market has begun to move away from safety or compliance outcomes to a focus on risk.
These vital components to protect people, processes, facilities, and the planet must be addressed in asset-intensive industries, but organizations often struggle to implement and use an integrated solution. Additionally, new regulatory pressures for competency are driving the need to incorporate Workforce Management into all aspects of EHS and Process Safety.
Today’s EMIS solution needs to be framed around a core of workforce, assets, and compliance. An integrated approach to enhanced, holistic EMIS has the additional benefit of enhancing Operational Risk Management (ORM), improving training, and reducing operational costs over the long term.
Enhanced EMIS Application Portfolio
To do this, companies need to break down existing departmental, management, cultural, and data management silos.
EHS compliance personnel need to be able to be able to document compliance information and access real-time information on permit conditions in the field from mobile devices. Having access to emissions monitoring information from data historians and enabling compliance activities to be conducted during operator rounds improves efficiency and enhances the ability to address possible exceedances before they lead to potential consent decrees. In addition, EHS personnel can use our mobile applications to enable field personnel to log incidents and near misses, conduct audits, commission changes, and initiate changes in the field. The result is enhanced compliance assurance, lower risk, and improved operational efficiencies.
The OS EMIS solution portfolio enhances compliance assurance through integration of key reporting functions. The outcome of the integration is Total Compliance Management. All of these compliance obligations can be managed in the OS Task/Compliance Management Module and form the initial basis for a risk registry to enable Operational Performance Assurance.
Key integration points include:
Plants need to get beyond EHS compliance to address all departmental compliance obligations. CLM seeks to align, combine, and streamline activities whenever possible to prevent redundant work and/or systems that can pose risks in their own right. A rational approach to compliance/task management needs to include a task loading approach balanced against available resources to ensure they can be addressed. CLM provides an overarching compliance management framework along with industry templates to ensure that all facets of compliance get identified and managed.
Compliance constrains Operations, yet Operations is the engine that drives financial performance and enables business strategy. These solutions need to deliver vital information to operations personnel at the point of work, and can be used to augment operator rounds. By integrating operating procedures with their operating context, companies will be able to improve operating efficiencies and run times without undue strain on equipment or exceeding permit limits.
CLM provides a comprehensive task management framework to address all departmental needs. Operational Sustainability® can help you assess, strategize, formulate a plan, and implement the necessary integrated processes through OESuite®.
To manage their risks, companies are evolving – and must continue to do so – beyond the traditional check-the-box compliance mentality. At the same time, they must keep financial and legal exposure to a minimum. This is why ORM has emerged as a leading industry practice and Operational Sustainability® (OS), offers its clients a holistic approach to this challenge.
The current view most analysts have of ORM seems primarily focused on traditional EHS / PSM compliance tactics and challenges such as Audit, PHA, Incidents, and Corrective Action Management – which is in fact Compliance Management (CM), not ORM.
Because EHS and PSM compliance do not focus on the risk of production loss through inefficiencies, poor asset management, or deficiencies in workforce competency or conduct of operations, the typical EHS-first view ignores real risks that can have significant impact on an organization’s future.
We’ve found most companies focus on incident investigations, which are a short-term view of risk with a focus on EHS events. This mentality encourages companies to focus on increasing safety rather than reducing risk. The disconnect exists because a clear focus on EHS does not equate to true risk management, merely Compliance Management. While EHS / PSM compliance is necessary to maintain privilege to operate, having a holistic ORM framework move organizations away from after the fact “reactive” compliance. This risk foresight is a key ingredient for identifying threats before they materialize.