In a highly competitive world, the Top management is not only judged for the sales performances, but also on sustainability and HSE scorecard
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In 2010, Unilever announced its ambitious vision to double its size while reducing its overall environmental footprint and increasing its positive social impact. Corporate world was surprised by the announcement, more by the timing than the objective, as the world was still struggling to deal with the fallout of financial crisis. This sustainability change was credited to Paul Polman who took over the role of CEO of Unilever in January 2009, when most of the developed markets were going through worst ever economic crisis. This shows how top management can play a role of change agent to achieve sustainability goals of the company in trying circumstances.
Not to be left behind, many chemical companies are now focusing on sustainability by adopting best practices in order to improve their health, safety and environment (HSE) performance. In their efforts to achieve sustainability goals, these companies are taking steps to optimally utilise their resources, providing value to customers and stakeholders, delivering solutions for customer needs and enhancing the quality of life of current and future generations.
“The integration of sustainability into our business was a natural step. We serve our communities by creating value through environmental stewardship, corporate social responsibility and economic prosperity. These commitments are an integral part of our drive for sustainability because they help our employees achieve, customers succeed, consumers live better lives, shareholders prosper and communities thrive; everything that helps create a more sustainable world,” said Vipul Shah, Chairman, CEO & President, Dow India.
At the helm of affairs
Sustainability is now a boardroom discussion topic. With support from the top leadership team, the topic forms the starting point of business operations at any chemical company. Naturally, to drive such ambitious goal one needs leaders at the helm, who believes in the concept. Shah believes, the sustainability agenda rests with the top management and plays a very vital role in driving sustainability within the company.
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Today, CEOs, MDs, etc are expected to proactively interact with employees to ensure adherence to international safety and sustainability standards. This is especially true for MNCs, where the top executive has to maintain the same global standards across locations, irrespective of the norms/regulations of the countries they operate in.
Bharath R Sesha, President, DSM India, said, “Leaders at all levels of the organisation are expected to show personal commitment to HSE and radiate the importance of safety, health and the environment in executive meetings and internal and external communication. We also have in place clear and transparent systems to measure our HSE performance and excellent training to positively impact HSE behaviour of all our employees.”
In complete control
From being limited to corporate philanthropy, sustainability now is firmly embedded into all the business areas and is one of the important strategic parameters for any business decision. Given the universe the chemical industry operates in, it becomes imperative that manufacturers incorporate processes that are sustainable. Companies could adhere to global initiatives such as Responsible Care (led by Indian Chemical Council in India) to improve their HSE aspects on an ongoing basis. While the awareness on this front has increased in recent times, experts however believe a lot yet remains to be done. This can be achieved only through commitment from top management.
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R Mukundan, Managing Director, Tata Chemicals, opined, “The Responsible Care initiative acts as an enabler for continuous improvement in HSE performance, together with open and transparent communication with stakeholders. The role of top management is vital in ensuring chemical industry appreciates people, planet and profit through same lenses across the supply chain. This will also aid in making the industry more organised, responsive and inclusive.”
While top management play the anchor role in implementation of sustainability and HSE strategies, company has to sensitise its employees to have desired effect. Diane Kelly, Regional President, Dow Corning India, ASEAN, ANZ, said, “Best practices like HSE management systems are driven from the top of the organisation. But effective implementation of these systems is largely dependent on the commitment of people across all levels of the organisation.”
Walk the talk
There is a deep valley of difference between preaching sustainability and practicing it. Hence, top management have to ensure that employees are held accountable for their action, while they are given enough resources and training to achieve their desirable goal. Sesha commented, “We have a simple guiding statement that is communicated to all do it in a ‘HSE responsible way or not at all’, and we hold employees accountable for their HSE performance. All DSM employees ‘Walk the Talk’. For example, you can always identify a DSM employee if he/she asks a colleague, a friend or a business associate to hold the railings when climbing staircases. It’s a simple thing, but the simplicity of this gesture radiates the depth to which DSM has with regards to HSE.”
Today, chemical companies are trying to entrench sustainability and HSE in all work processes, from manufacturing products, to procurement, to supply chain management. Hence, role of top management becomes critical in ensuring that sustainability is embedded into business decision-making so that the company minimising its own footprint while delivering right solutions to the world.
Not to be left behind, many chemical companies are now focusing on sustainability by adopting best practices in order to improve their health, safety and environment (HSE) performance. In their efforts to achieve sustainability goals, these companies are taking steps to optimally utilise their resources, providing value to customers and stakeholders, delivering solutions for customer needs and enhancing the quality of life of current and future generations.
“The integration of sustainability into our business was a natural step. We serve our communities by creating value through environmental stewardship, corporate social responsibility and economic prosperity. These commitments are an integral part of our drive for sustainability because they help our employees achieve, customers succeed, consumers live better lives, shareholders prosper and communities thrive; everything that helps create a more sustainable world,” said Vipul Shah, Chairman, CEO & President, Dow India.
At the helm of affairs
Sustainability is now a boardroom discussion topic. With support from the top leadership team, the topic forms the starting point of business operations at any chemical company. Naturally, to drive such ambitious goal one needs leaders at the helm, who believes in the concept. Shah believes, the sustainability agenda rests with the top management and plays a very vital role in driving sustainability within the company.
ALSO READ: CSR fostered-innovation can lead a change for the public good
Today, CEOs, MDs, etc are expected to proactively interact with employees to ensure adherence to international safety and sustainability standards. This is especially true for MNCs, where the top executive has to maintain the same global standards across locations, irrespective of the norms/regulations of the countries they operate in.
Bharath R Sesha, President, DSM India, said, “Leaders at all levels of the organisation are expected to show personal commitment to HSE and radiate the importance of safety, health and the environment in executive meetings and internal and external communication. We also have in place clear and transparent systems to measure our HSE performance and excellent training to positively impact HSE behaviour of all our employees.”
In complete control
DSM India's Bharath R Sesha
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R Mukundan, Managing Director, Tata Chemicals, opined, “The Responsible Care initiative acts as an enabler for continuous improvement in HSE performance, together with open and transparent communication with stakeholders. The role of top management is vital in ensuring chemical industry appreciates people, planet and profit through same lenses across the supply chain. This will also aid in making the industry more organised, responsive and inclusive.”
While top management play the anchor role in implementation of sustainability and HSE strategies, company has to sensitise its employees to have desired effect. Diane Kelly, Regional President, Dow Corning India, ASEAN, ANZ, said, “Best practices like HSE management systems are driven from the top of the organisation. But effective implementation of these systems is largely dependent on the commitment of people across all levels of the organisation.”
Walk the talk
There is a deep valley of difference between preaching sustainability and practicing it. Hence, top management have to ensure that employees are held accountable for their action, while they are given enough resources and training to achieve their desirable goal. Sesha commented, “We have a simple guiding statement that is communicated to all do it in a ‘HSE responsible way or not at all’, and we hold employees accountable for their HSE performance. All DSM employees ‘Walk the Talk’. For example, you can always identify a DSM employee if he/she asks a colleague, a friend or a business associate to hold the railings when climbing staircases. It’s a simple thing, but the simplicity of this gesture radiates the depth to which DSM has with regards to HSE.”
Today, chemical companies are trying to entrench sustainability and HSE in all work processes, from manufacturing products, to procurement, to supply chain management. Hence, role of top management becomes critical in ensuring that sustainability is embedded into business decision-making so that the company minimising its own footprint while delivering right solutions to the world.
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