Environment, health and safety are based out of functional domains within their respective industrial niche. The applications, overarching authority which is determined by regulations and its compliance attributes, make EHS and OHS a critical part of industries and construction business.

However, the human resource component of “safety” isn’t essentially a safety officer or manager – the business analyst requires a comprehensive knowledge to address risks arising from poor EHS record. A shop floor manager needs to address workforce concerns, if, the reported EHS data isn’t meeting the stipulated requirements.

Or, the case of C-level decision maker, who has to associate budgetary allotment against the safety performance of the organization in the past year.

Traditionally, the great unifier in for all of these concerns was efficient reporting and insight management undertaken from EHS data reported and aggregated. But in a world where manufacturing, production and services have become independent of time and geography – software automation has succeeded and even superseded them in some cases.

However, all EHS or safety software aren’t created equal.

Sometimes providing express management in EHS and OHS digital domain means that crucial backward integration of business model requirements and business responsiveness loses out to regulations.

Business compatibility is a critical trait of any software being implemented in a work environment which constantly seeks to elevate itself. Safety software services can make a difference to businesses and the way organization harness their data.

Insight management blended with custom rule engines that can be adjusted and adapted for “safety” driven activities can make a huge difference towards the overall performance upliftment.

Lead and lag indicator dashboard which are fed by data-crunching analytics engines can help managers on shop floors identify activities, specific job tasks and even risk assessments which might be at fault when something goes wrong.

The know-how, process relationship and the functional job-role network can be mapped by software service providers – bespoke aggregators and data crunching engines with data beacons can be deployed – ultimately resulting in a 360-degree view of key performance indicators.

This isn’t a new concept, neither is it rocket science which might require NASA like budgets. It is actually as simple as getting a tailor-made suit done i.e.

1. Know your process and functional components
2. Map and test their relationships (as networks and co-dependent systems)
3. Highlight expectation management via industry best practices.

A simple exercise in knowing the functional diversity within your EHS network will help any C-level executive to potentially associate value with performance and safety resilience being imparted by the stipulations in place.

Often businesses make the grade school error of focusing too much on the brand and leading service providers – what organizations need to understand that EHS networks, industrial performance and business models can have exact same products or services but their functional outcomes within workplaces can be quite opposite to each other.

Hence, choosing a service provider which can analyze the business demands and EHS rigour, together, would make more sense than an off-the-shelf supplier which might not even provide another day of support, once the software sees the light of dawn at your workplace.

Choose wisely and choose for performance which is attune to your business and EHS challenges.