Why QHSE managers are central to an organization’s DEI strategy

QHSE managers are a vital part of the enterprise business structure and as such should be a natural go to point for any organization considering to integrate diversity, equity and inclusion (DEI) into its corporate framework. In depth detail of the DEI subject may initially be outside their field, but leveraging on their knowledge on how to develop, implement and improve management systems based on best-practice standards is core to any company’s success. It brings a different perspective to the team responsible for DEI and allows a company to leverage on an existing approach and experience.

The benefits of integrating DEI into how a company operates range from fostering innovation and creativity to improve company performance in many areas. It is also increasingly becoming a requirement to participate in tenders on par with quality and environmental management. To demonstrate a commitment on DEI can reinforce a company’s reputation and be able to provide independent proof of performance is becoming important.

Most successful businesses today have a management system in place, covering areas such as quality, occupational health and safety, environment or information security to mention a few. Applying the same approach to DEI has yet to become common practice in most companies. DNV’s ViewPoint survey (2022) revealed that most companies are early in their DEI journey, most are implementing DEI by way of single and one-off initiatives, and less than 2% say they are “very familiar” with the ISO 30415 standard.

Part of the ISO family, the framework of ISO 30415 Human resource management – Diversity and inclusion should be familiar territory. The standard is divided into 7 principles areas, providing guidance on how to address inequalities in organizational systems, policies, processes and practices. The requirements help define diversity and inclusion within the company context and structure the implementation of initiatives.

Being a guidance standard ISO 30415 is non-certifiable, but it does allow for an independent verification by a certification body like DNV. The scored assessment provides a measure of the company’s performance and identifies gaps to be closed. The verification statement issued by the certification body can be used as trusted proof of performance toward external stakeholders.

Getting to grips with implementation

A QHSE manger’s knowledge of standards could provide invaluable support in fully understanding the requirements of the seven principles contained in ISO 30415 and aid decisions on how the subject should be approached and integrated within the company structure.

Based on expertise from implementing other management systems, the quality manager can provide guidance in building a well-structured approach to DEI as well as preparing for the independent verification process. They are well-versed in structuring awareness and training programmes as well as implementation of processes and systems.

The latter does of course extend to maintenance and improvement of a management system. With a credible benchmark in place – verified by an independent party – the company can move ahead with clarity and track its progress over time. And, as with any topic, the DEI approach has to be maintained and processes improved over time. Annual verification audits not only ensures that the initial statement remains valid, it provides an invaluable checkpoint on performance and progress.