Understanding the Maturity Levels of EHS Systems: From Negligence to Excellence

For any organisation, managing environmental, health, and safety (EHS) responsibilities is a critical part of sustainable and responsible operations. But not all businesses begin their journey from the same point. EHS systems evolve over time, reflecting an organisation’s maturity, culture, leadership, and values.

This article outlines the five key maturity levels of EHS systems—from negligence to achieving excellence—and provides insight into how an organisation can progress through each stage. Understanding these levels helps identify where a business currently stands, what steps are needed to improve, and how to build an enduring EHS culture that protects people, the environment, and business continuity.

1. Negligence: Absence of Responsibility

At the most basic level, an organisation may operate with little to no awareness or accountability around EHS responsibilities. This is often marked by a lack of policies, procedures, or leadership direction on safety, health, or environmental concerns. In such cases:

• No formal EHS policy exists. There may be vague intentions to “be safe,” but there are no written guidelines or procedures in place.

• Responsibility is unclear. No one is directly accountable for EHS outcomes, and when incidents occur, the response is uncoordinated or inadequate.

• Reactions are improvised. There is no structured approach to incident management, investigation, or learning.

  
  

To move beyond this stage, an organisation must:

• Assume responsibility for creating a basic but clear EHS policy that can be understood by all employees.

• Accept that incidents must lead to change—not just be recorded and forgotten.

• Begin planning an incident management process, even if it's simple at first.

This first step marks the transition from ignorance or avoidance to a foundational awareness of EHS as a business requirement.

2. Reactive: Compliance-Driven Response

Organisations at the reactive stage have recognised that EHS is important and often have a formalised policy in place. However, their approach is still largely responsive rather than preventative. Characteristics include:

• Policies exist but are underused. While documentation may exist, it’s often ignored until an incident occurs.

• Actions are triggered by events. Safety measures are improved only in response to accidents or regulatory pressure.

• Learning is limited. Lessons from past incidents are not always embedded in future planning.

  
  

To grow from here, organisations should:

• Engage with regulators. Begin following updates and changes from relevant regulatory bodies to stay informed.

• Change the mindset. Encourage staff and leadership to shift from “we fix it when it breaks” to “we prevent it from breaking.”

• Develop a basic EHS programme. Implement planned audits, regular reporting, and routine safety checks—even if they’re modest.

This stage sets the groundwork for moving beyond compliance alone.

3. Compliant: Establishing the Baseline

A compliant organisation has developed a structured EHS programme and employs a dedicated team or individual to lead it. This stage is marked by consistent efforts to meet all relevant legal requirements, and by the first signs of cultural integration of EHS practices.

Key characteristics include:

• Clear understanding of regulations. The organisation can identify which parts of its operations need attention and why.

• Dedicated EHS leadership. An EHS manager or team coordinates efforts, reporting, and training.

• Routine tracking and analysis. Metrics are used to track incidents, near misses, and other performance indicators.

• Structured incident investigations. A standardised approach ensures learning and corrective action.

Organisations at this stage should focus on:

• Embedding the “baseline” of compliance in all levels of the company.

• Using data to spot trends and take preventative action.

• Encouraging staff participation in reporting and improving safety.

While this stage ensures legal and procedural coverage, true maturity comes from going beyond what is required.

4. Proactive: Preventing Rather Than Reacting

Organisations that reach the proactive stage have moved beyond compliance as a goal. Instead, they use compliance as a foundation for a more values-driven approach to safety and wellbeing. Prevention and continuous improvement become core to how the business operates.

Typical features include:

• EHS is a shared value. Staff at all levels take ownership of EHS, not just the designated team.

• Preventative measures are the norm. Risks are identified and mitigated before they result in incidents.

• Leaders set the tone. Management actively promotes and models safe behaviours.

• Learning is part of the culture. Training is ongoing and treated as a vital part of operations.

To further develop, organisations should:

• Encourage leadership at all levels to support and champion EHS values.

• Make safety conversations and learning a regular part of team activities.

• Create feedback loops where staff can report risks and suggest improvements.

The proactive stage is where EHS stops being a task and starts becoming a part of the organisational identity.

5. Achieving Excellence: A Continuous Journey

Excellence in EHS is not a fixed endpoint—it’s an ongoing journey of adaptation, learning, and improvement. Organisations at this stage see EHS not just as a responsibility but as a strategic advantage.

Core qualities include:

• Integration into daily operations. EHS considerations are part of every process, decision, and conversation.

• Learning is continuous and embedded. Every team member is encouraged to reflect, learn, and contribute to better outcomes.

• Innovation is encouraged. New ideas are trialled, and safe failure is accepted as part of growth.

• Culture of care and resilience. Employees look out for each other, and leaders support both physical and mental wellbeing.

Organisations striving for excellence must:

• Remain humble and curious. Even strong systems can be improved.

• Encourage experimentation and flexibility within a safe framework.

• Use EHS excellence as a driver of sustainability, employee engagement, and reputation.

Rather than chasing perfection, these organisations aim to build systems and cultures that are resilient, adaptable, and genuinely committed to the people and environments they affect.

FINAL WORDS

Understanding the maturity levels of EHS systems helps an organisation assess where it currently stands and what steps it must take to improve. From negligence, where responsibility is lacking, to excellence, where EHS is embedded into the heart of every task, the journey is marked by growth in leadership, accountability, culture, and systems.

Progressing through these stages doesn’t happen overnight. It requires commitment, resourcing, and a willingness to challenge assumptions. However, the rewards—safer workplaces, healthier communities, and stronger business outcomes—are well worth the effort.