#270
In a recent column, ISHN’s Dave Johnson posed a provocative question: Do EHS professionals need to be disruptors? For some, the term “disruptor” is a badge of honor, worn proudly as a symbol of driving meaningful change in workplace safety and health. For others, it’s a label to avoid, conjuring images of chaos or conflict that clash with business priorities. As an EHS professional, I’ve always leaned into disruption—not as a bull in a china shop, but as a collaborative partner who challenges the status quo with purpose, delivering solutions that make work safer, faster, and smarter without undermining business objectives. Here’s why I believe EHS professionals should embrace the disruptor label and how we can redefine it to drive lasting impact.
The Case for Disruption in EHS
Let’s face it: safety isn’t a static field. EHS professionals operate in dynamic environments where risks evolve, regulations shift, and business pressures intensify. Accepting things at face value or sticking to “that’s how we’ve always done it” can lead to stagnation—or worse, preventable incidents. Disruption, in this context, isn’t about creating problems; it’s about identifying opportunities for improvement and acting on them. Tools like audits, risk assessments, project design reviews, training, and management reviews aren’t just compliance checkboxes—they’re levers for value creation.
For example, a well-executed risk assessment might uncover a process inefficiency that, when addressed, not only reduces injury risks but also boosts productivity. A training program tailored to frontline workers can empower them to work safer and faster, delivering a clear return on investment (ROI). By challenging outdated practices and leveraging data, analytics, and logic, EHS professionals can drive initiatives that align with business goals while prioritizing worker well-being. This is disruption with a purpose—disruption that adds value.
Collaboration, Not Confrontation
The disruptor label can be polarizing. Some see disruptive EHS professionals as threats—people who halt work, point out flaws, or create roadblocks to progress. I’ve encountered this perception firsthand, and it’s a hurdle we must overcome. The key is to approach disruption collaboratively, focusing on “what’s in it for the business.” Instead of saying, “This process is unsafe, stop it,” a great EHS professional says, “Here’s how we can make this process safer and more efficient.”
This mindset shifts the narrative. Plant heads, business leaders, and frontline workers don’t want problems—they want solutions. By engaging stakeholders early, understanding their priorities, and proposing short-term and long-term fixes, EHS professionals can turn skepticism into buy-in. For instance, during a project design review, I once suggested a minor tweak to equipment placement that reduced ergonomic risks without delaying the timeline. The result? Happier workers, lower injury rates, and a project that stayed on budget. That’s the kind of disruption that earns trust and drives results.
Overcoming the Negative Stigma
Let’s address the elephant in the room: disruption can ruffle feathers. When you challenge the status quo, you’re bound to face resistance from those comfortable with the way things are. Some may view EHS interventions as impediments, assuming safety always comes at the expense of progress. This negative perception is outdated and needs to be challenged head-on.
The solution lies in grounding our work in data, reasoning, and analytics. When we present a case for change backed by incident trends, risk data, or ROI projections, we move beyond perceptions and let the results speak for themselves. For example, an audit might reveal a recurring near-miss that, if unaddressed, could lead to a costly incident. By framing the solution in terms of cost savings and worker protection, we align safety with business success. Great EHS professionals don’t just identify problems—they solve them, and they do so in a way that makes the organization stronger.
A Contrarian View: Is Disruption Always Necessary?
While I’m a proud disruptor, it’s worth considering the other side. Not every situation calls for upheaval. In some cases, incremental improvements or reinforcing existing processes might be more effective than a full-scale challenge to the status quo. Overzealous disruption can alienate stakeholders or create unnecessary friction, especially in organizations already committed to safety. A seasoned EHS professional knows when to push boundaries and when to build on what’s working.
That said, even in stable environments, the disruptor mindset—questioning assumptions, seeking better ways, and staying open to innovation—remains essential. It’s not about tearing everything down; it’s about ensuring we’re never complacent.
Redefining the Disruptor Label
Being a disruptor in EHS isn’t about being loud or obstructive. It’s about being a catalyst for positive change. It’s about asking tough questions, leveraging tools and data to drive improvements, and collaborating with leaders and workers to achieve shared goals. It’s about showing that safety doesn’t slow progress—it accelerates it. Disruption is not a Zero Sum Game.
So, to my fellow EHS professionals: embrace the disruptor label. Wear it proudly, but wear it wisely. Let’s challenge the status quo, not for the sake of disruption, but to create workplaces where people thrive, businesses succeed, and safety is a competitive advantage. The next time someone calls you a disruptor, smile and say, “Thank you—I’m here to make things better.”
What do you think?
Karthik
13/5/25 11am.
Health, Environment, Safety, Sustainability (HESS) 