Emex stengthens leading EH&S platform with CSR addition

Emex – EH&S software heavyweight - has released a new addition to its software suite designed to support an organisation’s corporate and social responsibility and sustainability initiatives through the collection of data for analysis and reporting.

Corporations’ corporate and social responsibilities require rigorous attention to sustainability measurements and reporting standards in order communicate the impact of business on critical sustainability issues, for instance, carbon reduction commitment, Green House Gas emissions, water consumption, recycling and waste management.

Today, sustainability effort is linked to a company’s financial performance through stakeholder engagement and for an increasing number of organisations, acts as a value generator to help drive future innovation.

“In addition to meeting CSR objectives, our clients recognise the added impact CSR has on reputation, performance and share price”, commented Richard Wall, Emex’s CEO.  “The organisations we work with won’t compromise on platform safety, and they demand solid integration into their existing IT platforms. This is where they get the best value, and this is where the Emex suite is uniquely capable.”

The Emex CSR module enables organisations to record their corporate and social responsibility and sustainability efforts, through the capture of both quantitative data - relating to consumption and emission factors - and to measure the impact of CSR drivers such as social inclusion, employee engagement, female workforce participation or training requirements.

Automating this process facilitates and allows companies to automate all of the data behind their sustainability, CSR reporting requirement. The financial burden of data collection is minimised, compliancy reports are produced at the touch of a button and information made available for audit and any relevant business operations.

The Emex CSR module at a glance:

Easily conforms to and alighned with departmental or company workflow. 

A highly configurable interface that can be easily changed to meet companies' evolving requirements.
Rules can be configured within the module and excpetion reports and alerts ensure that data quality is continuously enhanced.

A data validation tool is deisnged to help you ensure data is kept up to date and accurate. The tool can be configured to support internally developed data validation rules.

Easily customisable, you can change units, type of input, data type and more.

Enables straightforward questionnaire creation and design to encourgae completion with minimal instruction.

Communicatiaon between users to mark individual items as needing further review, providing a link to items needing to be reviewed and all pending events needing to be processed.

Questions and answers from previous surveys are easily retreivable enabling you to easily compare findings with results from previous years.

The Emex platform features a robust suite of analytics to help companies transform data into insights
Notes for Editors:
 
About Emex


Headquartered in Lausanne, Switzerland, EMEX is an EH&S software provider with almost 50 employees and offices in Dublin, Geneva, Houston, Dubai, Lagos, London and Moscow.

Founded in 1998, Emex’s vision is centered on helping its customers establish a link between safety performance and financial performance through enhanced data management and analytics. From Incident & Accident Investigation through to Risk and Audit Management, Behavioral Safety and Environmental Reporting, 100 of the world’s largest companies rely on Emex to monitor performance.

Incidents and work place fatalities are on the way up - not down.


Latest risk analytics from the Emex dashboard indicate a continuing rise across all sectors

 

  500,000+ incidents and near work fatalities across all industry sectors were recorded on Emex dashboard over last year


Even in 2017, getting changes made in company policy or production process or sending a warning to executive management sometimes only happens if that frontline worker can navigate the internal company silos to the directors’ box.

This is until a building burns down or fatalities occur on site. Before this point H&S is often seen as a hassle or a boring part of the business. Which is interesting, because our latest risk analytics indicate that incidents and work place fatalities are on the way up not down. The translation is that operational risk is on the way up so risk management needs to improve.

Emex now works with over 100 global companies recording operational data. Our insights are increasing and we have developed a unique management dashboard where the CEO and directors can on a daily basis see the risk to their business on one screen. This year our software products have recorded 500,000+ incidents and near work fatalities across all industry sectors including Aviation, Construction, Oil and Gas, Petrochemicals and Food production.

These figures are up from this time last year.


Emex has found that these operational risk events come from changes in the risk environment of a business, The underlying reason is human error of which Emex have been working with our clients to track and understand the data and the source trends. Our analysis shows that these human factors fall into four broad reasons:

The failure and the breakdown of management control system

Which creates gaps in the organisation. Departments and organisations not communicating with each other — while senior management are marooned at the top of the organisation because no-one wants to tell them the bad news. Here potential risks are ignored, not addressed and there is no organisation wide response to stop accidents and fatalities. 

Lack of recognition of potential threats 

The uninformed workforce who are untrained to identify risks and work within an organisation which does not have the process in place to report and or take action.

No risk management process 

Organisations and managers who take the view “it wont happen to us” and never have the risk response or action plan in place.

Lack of communication around risk and response

This is simply a regular meeting or communication session where the business discusses potential risks to people, machinery and projects.

We believe that if business wants to solve the problems then operational risk requires broad-based awareness across the entire organisation. Everyone should have a broad understanding or awareness.

What are your thoughts?

Building a safety culture - From the top down

Building Safety Culture from the Top

“Safety is, without doubt, the most crucial investment we can make, and the question is not what its costs us, but what it saves” - Robert Mckee, Former Chairman of Conoco Phillips, Senior Vice President of Du Pont. 

OSHA has set the ratio of indirect cost to direct cost of accidents at a range of 20:1 to 1:1 depending on the circumstances. 

The direct include: Medical Costs, Lost Wages 

Indirect Costs: Lost production, rehiring, retraining, fines, litigation costs, lost wages, poor morale. 

One of the repeating factors in avoiding accidents is building a safety culture which engages all
employees. The fact remains that despite the automation of a process, the usage of ‘new’ and smart technology driving safety across a business and improving standards needs to be lead by humans. 

If the improvement of business and safety processes is to take root in a business then management must review the way they engage with the operational safe. 

To often the management can project a vision for the ‘well-being’ of the company which has little relation to the reality on the ground. To often the management of a company agree the financial targets for the company pushing forward projects at a speed which do not take into account the due focus and process alignment for safety and productivity within the business.

We know that a culture of safety starts at the top! If management are not interested in improving the analysis of processes and the operational management within the company then they can not expect more junior managers and members of staff to take responsibility. If senior management project an idea that performance is only judged on short-term project delivery and financial reward then safety gets relegated to a process of non-priority. 

The leading companies implement performance measurement systems which collect data quickly and effectively across the organisation which drives action plans accordingly. Regular operations meetings review the company wide performance with the results being discussed at the senior management level of the company. 

The building of a successful safety culture is a partnership between employees and the management of an organisation. Together with regular process review and and clear communication of goals and acceptable levels of awareness and a company can improve its performance, efficiency and return on investment over a short period of time. 

Contact today for a demonstration of Emex Operations Managment Software which will support your company build a profitable safety culture click here