This document provides an overview of building a business case and selecting an environmental, health, and safety management information system (EHS MIS) platform. It discusses the 7 key steps in building a business case, including finding catalysts, knowing stakeholders, analyzing the current and future states, developing solutions, consolidating value, estimating financials, and presenting the case. It also outlines the 5 key stages and 12 key steps in selecting an EHS MIS platform, such as developing needs analysis, force ranking needs, separating wants from needs, requesting vendor information and demos, conducting sandbox trials, checking references, and working with internal IT.

1. Building a Business Case &
Selecting an EHS MIS Platform
January 16, 2014

2. Introductions
2
Moderator
Oneil Williams
Manager Strategic Accounts
ProcessMAP Corporation
Guest Speaker
Dean Rossi
President
Safety Culture Partners, LLC

3. Housekeeping Items
3
 Attendee microphones will be muted to prevent distractions
 Ensure you enter your audio pin if dialing in by telephone
 Submit questions at any time using the “Questions” tool
 Q&A session
 Anonymous polls
 Post-webinar survey
 Contact info

4. 4
ProcessMAP
Company
Overview

5. Company Overview
EXPERIENCE
13+Years of Innovation.
Continued Growth &
Long-Term Partnership
with Customers.
GLOBAL FOOTPRINT
World’s Leading
Companies Rely on
ProcessMAP in 90+
Countries.
INDUSTRY LEADER
World’s Leading Software
Platform for EHS,
Sustainability & Carbon
Management, and
Compliance & Learning.
5

6. ProcessMAP Purpose
6
We empower customers with information
to help them preserve the environment,
create a safe workplace and ensure the
well-being of their employees.
“We help remove the non-value added
administrative burden on EHS professionals.”

7. Platform Overview
Cloud/SaaS ModelIntegrated Platform Multiple Access Global Platform
• Comprehensive
Suite of Modules
• Built from ground-
up with customer
input
• Embedded
Analytics and
Reports
• Connectors to
Internal & External
Systems
• No CAPEX Cost with
‘Pay-per-Use’
benefits
• Predictable Annual
Cost
• Safe Harbor Certified
• Supports Multiple
Browsers
• Safe and encrypted
access over
Internet
• Mobile capabilities
• Designed for Global
Companies
• 18+ languages and
100+ currencies
• Currently used in
over 90+ countries
• Conversions from
Metric to English
units and vice-versa
ERP Scale Platform for EHS and Sustainability
7

8. Broad Industry Experience
8
Automotive Agribusiness Electric Utilities
Oil & Gas
Metals Mining
Retail/Distribution
Manufacturing
Pharma Transportation
Healthcare
Media

9. A Sample of Our Customer Base
9

10. Objectives of the Webinar
10
“Building a Business Case
& Selecting an EHS MIS Platform”
Agenda
• 7 Steps in Building a Software Platform Business Case1
• Key Building Blocks of an EHS MIS Business Case2
• Know Your Stakeholders3
• Mapping the Value Matrix4
• Calculating a Realistic ROI5
Building a Business Case

11. Objectives of the Webinar
11
• 5 Key Stages in EHS MIS Selection1
• 12 Key Steps in EHS MIS Selection2
• The Financial Investment3
• Conclusion4
• Q&A5
Selecting an EHS MIS Platform

12. Dean Rossi’s
Bio
12

13. Featured Speaker
13
Dean Rossi
President and Owner, Safety Culture Partners LLC
 25 years of EHS experience at site, division, and corporate level
 Held multiple EHS positions at GE Plastics
 Past global EHS manager at Stanley Black & Decker
 Past global director of EHS for a division at Ingersoll-Rand
 Most recently, served as the VP, Global EHS at Exide Technologies
 BS in Industrial Hygiene from Purdue University
 MBA, Organizational Leadership & Mgmt Emphasis
 Six Sigma Black Belt

14. Building a
Business Case
14

15. Polling Question
15
What is your familiarity with
building an EHS business case for
funding approval?
Very familiar
Somewhat familiar
Used it a couple of times
Heard of it, but never used it
Never heard of it

16. Why Build a Business Case?
Justifying the
Financial
Investment
Reducing the
Risk of Failure
for the
Project
Increasing the
Likelihood of
Approval
16

17. 6 Reasons Business Cases in EHS MIS Fail
• Not Aligned
With Current
Business Goals
Ex: EHS Goals not
aligned with Company
Vision & Mission
• Not
Incorporating
Future needs
and Key Business
Initiatives
Ex: Focus only on
meeting just the
immediate needs
• Lack of Details
and Limited
Options for
Implementation
Ex: Lack of
understanding on
implementation
• Missing Value
Propositions to
Other Functions
Ex: Missing the big
picture
• Financials poorly
understood and
presented
Ex: Lacking financials
details
• Poor
presentation and
Story Telling
Presentation style is
critical.
1 2 3
4 5 6
17

18. 7 Key Steps in Building an EHS MIS Business Case
18
“A business case tied to your company’s
strategy has the best chance for success.”
Find
Catalysts
Know
your
Stake-
holders
Current
State
Vs.
Future
State
Develop
solutions
Conso-
lidate
Value
Matrix
Estimate
Financials
Present
Business
Case
1 2 3 4 5 6 7

19. Recent
catastrophic
event
Lack of system to
manage EHS and
Sustainability KPIs
Emerging
Customer
Requirements
Inefficiencies from
paper-based
systems
Potential negative
legal, brand and
company image
Lack of data to make
informed business
decisions
Escalating
workers comp
costs
Growing
complex global
regulations
Step 1: Find Catalysts that are the Cornerstone of the Initiative
19

20. Step 2: Know your Stakeholders
EVP HR
COO/VP
of Ops.
CSOCEO
Div.
Pres.
CFO LegalVP EHS
VP/Dir. EHS
Dir. Env.
Risk Mgmt.
Dir. Safety
EHS Mgr.
Occ. Health
Profits &
Balance
$$$ /
Risk
EHS People Env.
Eff. /
Comp.
Comp. /
Risk
Profits
TechnicalFunction
C-Suite Function
Focus Areas 
20

21. Step 3: Current State Problems/Failures vs. Future State
21
“Current State Analysis is a Must Have.”
• What is it?
• Why does it exist?
• Who are affected?
• What is the extent of the
problem?
• What is the damage if the
problem is not fixed?
• Where do you rank amongst
your peers?
• What are your
customer/community
expectations?

22. Step 4: Develop Future State/Solutions
22
“Ensure EHS MIS can play a role
in the transformation.”
• Develop Options/Solutions to
Existing Challenges
• Document Future State
• Document How the EHS MIS will
Support/Enable the
Transformation

23. Step 5: Consolidate the EHS MIS Value Matrix
“An EHS Value Matrix communicates and estimates
financial and non-financial values.”
Reducing
/Avoiding Cost
Workers Comp Cost
Ensuring Compliance
Reduced Headcount
Out of Compliance
Energy Reduction
Risk
Identify & manage Hazards
Procurement Consolidation
Waste Minimization
Improving Efficiency
Identification of Hazards
EHS Audits
EHS Tasks
Permits Compliance
Regulatory Reporting
Accident/Incident Tracking
Streamline Chemicals Mgmt
Reduce Manual Audit
Tracking
Easier DMR Reporting
23

24. Step 6: Navigating through Financials
• Collaborate with Other
Functions
• Understand CapEx Vs. OpEx
• Estimate Budget Items
 Software
 Implementation (Vendor)
 Implementation (Internal)
“Your Three Amigos: IT, Purchasing & Finance!”
24

25. Step 7: Presenting the Business Case
Presentation
Focus on Strategic
Benefits
Cite Relevant
Examples
• Internal & External Examples of Failure
• Examples of Improving Specific EHS Processes
• Cost Avoidance and Cost Savings
• Improved Efficiency
• Data Integrity and Accuracy
• Standardized Processes
• Compliance Assurance
• Employee Health & Safety
“A business case is not only about financials.”
25

26. Selecting an
EHS MIS
Platform
26

27. 5 Key Stages in EHS MIS Selection
Developing a Business Case
Team Selection
Wants/Needs Analysis
Vendor Vetting
Vendor Selection
1
2
3
4
5
27

28. 12 Key Steps in EHS MIS Selection
28
Team Selection
Needs Analysis
Categorizing Your Needs
Force Ranking Your Needs
Separating “Wants” from “Needs”
Developing a Request for Information (RFI)
Narrow Down The Vendors
Request Scenario-Based Vendor Demos
Sandbox Time
Reference Check
Internal IT Due Diligence
Request for Proposal
1
2
3
4
5
6
7
8
9
10
11
12

29. Step 1: Team Selection
29
“More is better than less.”
 EHS Managers/Leaders
 IT
 Sourcing/Purchasing
 HR
 Risk Management
 Legal
 Others

30. Polling Question
30
What is your familiarity with group
brainstorming sessions?
 Very familiar
 Somewhat familiar
 Used it a couple of times
 Heard of it, but never used it
 Never heard of it

31. Step 2: Needs Analysis
31
“No idea is a bad idea.”
• Gather your team in one room
• Dial in remote members
• Start with a blank computer
screen/whiteboard
• Think of all your
possible “wants”
• Transfer these “wants” to
an Excel spreadsheet

32. Step 2: Needs Analysis
32

33. Step 3: Categorizing Your Needs
33
“Adding structure to the process helps you.”
Separate the wants into various categories:
 Safety
 Environmental
 Risk Management
 Health/Industrial Hygiene
 Compliance
 General
 Etc.

34. Step 3: Categorizing Your Needs
34
EHS Data Management System - Force Ranking of Requirements Exercise
Section #1: General Requirements:
Number Requirement:
1).
System must be "easy" and "intuitive" to use with little to no instructions or training needed to use the system out of
the box.
2).
Must have multiple language capabilities for the simplest of data input i.e. nature of the injury, body parts, accident
types, etc.
3).
Must have “localizations” or ability to turn on or off metrics or modules that do not apply to a site, State, region, or
country.
4).
Ability to give different people in the organization different “permissions” so critical data can not be viewed by those
not authorized. Ability for “authorized” users to see but not change other site’s data. Ability to restrict the viewing of
confidential data such as individual IH Exposure data, social security numbers, etc.
5). “Mobile accessibility” from handheld devices (Blackberry’s, tablets, Droid, and Apple capable, etc.).
6). Library capabilities in which specific policies and procedures can be maintained as well as world-wide and country
specific regulations. Ability to input and share common standard work procedures, JSA’s, LOTO procedure, etc.
7).
Ability to tie into (communicate) with other established business databases such as but not limited to HR Information
Management Systems (HR IMS), Kronos, ERP system, production system, etc. to determine production quantities, raw
material usage, chemical inventories, etc.
8). Must be able to meet our Information Technology’s team data back up requirements.
9).
Ability to be accessed through our intranet, have our logo’s, our specific EHS DMS name, and be seamless to users on
how to access the system.
10). Ability to integrate with our active directory user id’s.
11). Ability to feed an EHS Executive Dashboard located on our intranet.
12). Ability to track PPE usage, inventory levels, and resultant cost.
13).
Ability to have remote access to vital emergency response documentation in the event of a site emergency.
14).
System must be “real time” in that the database must be updated (refreshed) daily; reports must return the most
recent data uploaded.

35. Polling Question
35
Q. What is your familiarity with force
ranking?
 Very familiar
 Somewhat familiar
 Used it a couple of times
 Heard of it, but never used it
 Never heard of it

36. Step 4: Force Ranking Your Needs
36
“Group consensus ensures complete buy-in.”
Send the spreadsheet
with your “wants” to
everyone involved in
the evaluation process.
Allow them to rank the
“wants” from most
important to least
important.

37. Step 5: Separating “Wants” from “Needs”
37
“Force ranking separates your “wants” from your
“needs.”
Needs Wants
Must-have functionalities Nice-to-have functionalities
• __________________
• __________________
• __________________
• __________________
• __________________
• __________________
• __________________
• __________________

38. Step 6: Developing a Request for Information (RFI)
38
“Pricing should not be a part of the
equation at this juncture.”
• Remove any reference to the
“ranking” of your requirements
• Identify the EHS MIS vendors
you’d like to work with
• Send the list of requirements to
each vendor
• Have vendors rate their off-the-
shelf platform capabilities with
a pre-defined rating scale
Functional
and Technical
Requirements
Vendor 1
Vendor 2Vendor N
Vendor 3
Vendor 4
Vendor 5
Vendor 6
Vendor 7

39. Polling Question
39
Q. What is your familiarity with multi-
voting?
 Very familiar
 Somewhat familiar
 Used it a couple of times
 Heard of it, but never used it
 Never heard of it

40. Step 7: Narrow Down The Vendors
40
“Separating the vital few from the trivial many.”
• From the RFI
– Discuss vendor replies as a team
– Multi-vote to get down to 3 vendors
How to “multi-vote”
1. Each team member gets 5 votes
2. Each team member gives his/her first
choice a “5”, second choice a “4”,
third choice a “3”, forth choice a “2”,
and fifth choice a “1”
3. Add up all the individual team
member’s votes for each vendor
4. The 3 vendors with the highest
average score move on to the next
round

41. Step 8: Request Scenario-Based Vendor Demos
41
• As a team, develop a list of scenarios
that you want each vendor to show you
• Some examples
 Show me how to enter a lost time
incident
 Show me how your platform
calculates GHGs
• Send the scenario list to the final 3
vendors
• Ask each vendor to come on-site for the
demo
• What to look for…

42. Step 8: Request Scenario-Based Vendor Demos
42
…
 User friendliness
 Completeness of the system
 Flexibility of the system
 Ease to pull reports
 Workflow
• Make sure team members take notes
• Make sure each team member ranks the
scenarios from each vendor
• After the demos, discuss pros and cons
as a team
• Have the team multi-vote to narrow
down to the last 2 vendors
“Real-life scenarios are key to this step.”

43. Results from Multi-Voting
43
Evaluator Vendor #1 Vendor #2 Vendor #3
VP EHS 1 2 3
Plant EHS #1 2 3 1
Plant EHS #2 3 1 2
Plant EHS #3 1 2 3
Legal 1 2 3
Dir. Risk Mgmt 3 1 2
HR 1 2 3
Sourcing 2 1 3
IT 1 3 2
Totals: 15 17 22
Average: 1.67 1.89 2.44
Final Rank: #1 #2 #3

44. Step 9: Sandbox Time
44
“Remember the 3 “F’s”:
Friendly, Functional & Flexible!”
• For the final two vendors:
– Ask for a live version for the team members to
“play in”
– Allow 4-6 weeks of “play time”
– Have team member enter
scenarios from your “needs” list
• Can any of your “wants”
be accommodated?
– Have each vendor track
the members’ “play time”
• Review the “play time”
with the members weekly

45. Step 10: Reference Check
45
“References provide valuable insight.”
• Seek approval to talk to each of the final two vendors’ current customers
• Ask for contact names and information
• Talk to vendors’ customers
– Inquire about the “3 F’s”
– Implementation process
– Post implementation services
• Potential “on-site” visit?

46. Step 11: Internal IT Due Diligence
46
“IT holds the key!”
• Work with your internal
IT department
• Make sure the last two
vendors meet all of your
IT department’s
requirements

47. • After “sandbox” time and reference checks, ask the final two
vendors for pricing proposal
• Work with your IT and Sourcing/Purchasing team members
on this process
• Things to inquire about:
– Software Costs
 License fees
 Maintenance fees
 Upgrade costs
– Implementation
 Configuration costs
 Data migration into the new system
 Data feeds
 Training costs
Step 12: Request for Proposal
47
“Bringing the process to a close.”

48. The Financial Investment
Requirements Scenario A Scenario B Scenario C
# of Locations 10 US locations 50 global 100 global
# of Employees 500-1000 5000-10K >10K
Modules Needed Incident, Compliance
Calendar, Audits
Incident, Risk,
Sustainability,
Compliance Calendar, IH,
Audits
Incident, Risk,
Sustainability,
Compliance Calendar,
Audits, Industrial
Hygiene, BBS, Chemicals
& MSDS
Data Migration Last 3 Years Last 5 Years Last 5 Years
Integrations TPA TPA, 5 Labs 2 TPAs, 10 Labs, HRMS
Implementation
Investment
~$15,000-$25,000 ~$50,000-$100,000 ~$250,000-$500,000
Yearly Subscription
Investment
~$25,000-$50,000 ~$150,000-$250,000 ~$300,000-$500,000
HRMS/Finance ~$500,000/~$200,000 ~$5,000,000/~$750,000 ~$10,000,000/$2,000,000
48
“Investment depends on individual needs.”

49. Conclusion
49
1
2
3
Know your audience and build your business case
Select your team
Wants/Needs Analysis
5 Vendor Selection
Vendor Vetting
4
“Focus on functionality, NOT cost.”

50. Q&A
50

51. Thank You!
51
For questions about ProcessMAP’s
platform solution,
please direct inquiries to:
owilliams@processmap.com
To contact Dean Rossi, please forward
all inquiries to:
drossi@safetyculturepartners.com
1301 International Pkwy, Ste 160
Sunrise, FL 33323
Office: 954-515-5040
Email: info@processmap.com
Visit us at www.processmap.com