ProcessMAP helping customers manage and mitigate risk

For more than 15 years, the firm ProcessMAP has developed a cloud-based software platform to help organizations manage risk in the areas of Health & Safety, Risk & Claims, Compliance & Quality, and Environment & Sustainability. These areas contain many different activities across a firm and require a variety of management approaches and forms of data from internal and external systems. As reflected in the diagram below, the ProcessMAP software platform features numerous, but highly integrated modules to support a firm through data collection, impact measurement, data analytics, performance reporting and risk reduction. The platform focuses on risks in areas such as employee safety, health and wellness, supply chain, customer safety, property and fleet management, and financial management.


Source: ProcessMAP

ProcessMAP understands that its customers need not only out-of-the-box functionality but also the ability to reorient the software to meet specific needs within and beyond the enterprise. For example, personnel must be able to connect the platform to various workflows for specific stakeholders in an organization – such as EHS, operations, human resources, procurement, investor relations and executive management. In addition, software should have API gateways, so it can integrate with other internal and external data sets and share information to help achieve comprehensive initiatives. Software also should have the flexibility to be deployed in specific ways and be scaled to cover a firm’s unique needs. The diagram below reflects the broad functionality that the ProcessMAP platform provides. Furthermore, the software has been designed to meet the data requirements of a value chain of connected firms. Enterprises, their upstream suppliers and their downstream customers can collaboratively manage risks and audit performance for a range of issues by sharing a common ProcessMAP platform.


Source: ProcessMAP

In order to best serve diverse customer needs, ProcessMAP has targeted its offerings to several different types of firms based on their needs, maturity and organizational size. For customers that it classifies as Enterprise (organizations with 10,000+ employees), ProcessMAP deploys its full platform of management modules that can serve broad organizational activities and leverage the firm’s’ internal IT teams for ongoing maintenance and refinement. For Edge customers (organizations with 2,000 – 10,000 employees), the ProcessMAP platform is designed for scaling to a more limited set of risk metrics, organizational objectives and IT resources. The firm’s Essential customers (organizations with <2,000 employees) have an even smaller focus for data collection and risk management as well as typically being most interested in individual software modules and out-of-the-box functionality within those areas.

Originally published on the Verdantix blog.

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SafetyStratus leverages expertise to expand healthcare partnerships

SafetyStratus, a cloud-based platform for integrating enterprise EHS data and analysis, is collaborating with healthcare facilities and biotech firms to address their specific EHS needs. Since 2011, SafetyStratus has been serving colleges, universities and other major institutions in areas such as lab safety, hazard assessments, chemical inventories, regulatory compliance and incident reporting.

As a single EHS data platform that can serve both research and non-research components of an organization, SafetyStratus has been adopted by different teams across various customers. Furthermore, often a team representing one organizational component will introduce the other component to SafetyStratus because of the platform’s effectiveness in achieving EHS goals.

SafetyStratus is capitalizing on its ability to serve both research and non-research divisions by broadening its work with healthcare and biotech clients that include similar organizational components, in addition to having a focus on patients. In fact, SafetyStratus has developed a specific process for enabling EHS improvements in healthcare facilities that also helps nurses and other employees become advocates for the safety program. As reflected in the firm’s figure below, the data management platform can help a facility move through the stages of Assess, Correct, Report and Improve to maximize its EHS performance over time. For example, SafetyStratus’ mobile functionality can simplify data collection by personnel across operations, patient services, risk and organizational leadership as well as enhance data quality through real-time documentation of incidents. The SafetyStratus platform is helping the healthcare sector maintain compliance with standards set forth by The Joint Commission (TJC) and OSHA, minimize near misses for safety incidents, elevate operational efficiency, and streamline EHS reporting so facilities can devote more attention to patient care.


Source: SafetyStratus

Originally published on the Verdantix blog.

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Industrial wearables are revolutionary but are they ideal EHS solutions?

Wearable devices (“wearables” for short) are enabling true innovation in how companies address their EHS challenges. In Verdantix’s recent report, “Smart Innovators: Industrial Wearables,” we outline how wearables can provide real-time, two-way communications between frontline workers and EHS managers—sharing hazard information with workers, collecting data about the risks they are facing and helping prevent future safety incidents. As opposed to handheld devices such as mobile phones or tablets, all this functionality is provided via an apparatus that is hands-free, does not interfere with a worker’s existing tasks and often operates in the background without requiring workplace training.

So, can we consider wearables to be a cure for any EHS ailment or challenge facing a firm? The short answer is no. The longer answer is that we’ve identified steps for a firm to better understand whether a wearable can help fill its EHS gaps:

1) Audit your EHS activities for areas where safety objectives aren’t being achieved—for example, is there a need to track workers’ locations, monitor vital signs, provide hands-free communications with colleagues or something else?

2) Explore wearable products on the marketplace to characterize their capabilities and use cases, as well as ask vendors their plans for R&D and enhanced functionality

3) Understand the technological infrastructure within your operations to support specific devices, including Wi-Fi and cellular coverage

4) Determine how collected data will be analyzed—whether using your existing enterprise EHS software or the vendor’s software platform, as well as whether the EHS team can readily process the data or outside assistance is needed

5) Discuss optional devices with workers who will wear them for feedback on data privacy concerns, product comfort and ease of use, and incorporation within existing daily tasks

6) Develop a strategy for technology rollout—such as identifying success metrics, conducting pilot tests and evaluating test results, and defining deployment plans to scale implementation

Both firms and vendors should recognize these steps for assessing wearable devices, to ensure that firms’ choice of a specific technology is as effective as possible. It’s also important to remember that not all firms are ready to implement wearables and not all EHS challenges can be solved with wearables.

Originally published on the Verdantix blog.

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Sustainability objectives & diminishing returns? Instead, super size them!


I’ve posted a new article on LinkedIn recommending that organizations super size their sustainability goals. Quoting some of the post here…

…An organization cannot become an industry leader or cultivate business value without understanding the importance of establishing growth goals and taking positive actions–from daily operations to corporate sustainability, and everything in between. Therefore, companies should ask the following questions of itself and then utilize the four steps below to reorient its approach to sustainability.

How should we realign our corporate sustainability initiatives in response to diminishing returns? How do we flip a sustainability approach on its head and still have defined goals for which to aim?

  • Step 1: Recognize the asymptotic curve of diminishing returns

  • Step 2: Envision your sustainability goals & then reenvision them

  • Step 3: Reboot your sustainability language

  • Step 4: Super size your objectives

Adopting eco-efficiency as the only goal for sustainability initiatives can prevent an organization from achieving positive impacts or more comprehensive notions of sustainability. If you’re using positive, growth goals for your sustainability initiative, then go ahead and super size them!

The decisions by Nutella and Maker’s Mark to “fine tune” and water down their recipes, respectively, are a parallel to my point about sustainability and diminishing returns. These Food & Beverage companies inadvertently signaled to the marketplace that efficiency and ingredient prices eclipse customer satisfaction and ingredient quality. Unfortunately, Nutella and Maker’s Mark aren’t alone in such decisions.

Similarly, if a company adopts sustainability goals that prioritize eco-efficiency over positive growth, rather than linking and leveraging these related concepts, then it stands to lose business value unintentionally. Truly, downsizing your sustainability objectives and limiting your definition of quality–without including improvements to natural capital, human capital, environmental excellence, and social responsibility–can restrict what is achievable and harm your brand reputation in the process.

Ultimately, an organization cannot garner industry leadership, innovation, and business value if it doesn’t first conclusively engage its stakeholders by taking expansive, positive actions and demonstrating its commitment to quality–whether in pursuit of sustainability or any other corporate priority.

Please consider reading the full article on LinkedIn and providing your own views of sustainability objectives and changing from a mindset of eco-efficiency to one of growth.

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Filed under Changing the paradigm, Leadership, Metrics