全球EHS成熟度研究：EHS投资如何驱动显著商业价值

Global EHS Maturity StudyAugust 2025 From our work with organizations around the world, we have seen time and timeagain that investment in environment, health and safety (EHS) delivers value wellbeyond risk management. While specific outcomes may vary across organizations,several common themes have increasingly emerged, demonstrating the tangiblebenefits of such investments. One thing has been made abundantly clear: Aneffective EHS function is anything but a cost center. So what makes an effective EHS function? ThisEY Global EHS Maturity Studyspotlights the numerous advantages businesses achieve from strategicallyinvesting in EHS. Chief among these is heightened commercial value, with strongEHS performance improving customer relationships and brand positioning. Othernotable opportunities include greater organizational resilience and operationalefficiency, which boost productivity and give organizations a competitive edge inthe marketplace. While this research builds on last year’s study, it takes a broader approach in itsassessment of the commercial impact of EHS investment. EY teams interviewed notonly EHS practitioners but also C-suite leaders to obtain a blended and balancedview on the perceived value of EHS investments, how this value is recognized, andthe decision-making processes involved in these investments. Our teams are proud to present this study as a tool to guide your own thoughtprocess around prioritizing EHS investments and maturing your organization’s EHSfunction to enable you to maximize the value it can create for your business. EHSprofessionals have an exciting opportunity to help their organizations advance,expanding their own influence in the process. They can use this research to tella powerful story for organization leaders and link EHS priorities with strongorganizational outcomes. EHS is not only a means of managing risk but also an opportunity to create enduringvalue — for stakeholders, shareholders, society and the planet. So what shouldorganizations do to maximize the value from their investment in EHS and establishthemselves as theleaders? Read this study and you’ll find out. Monica MerloEY Global EHS Co-Leader,EY Climate Change andSustainability Services Jessica WollmuthEY Global EHS Co-Leader,EY Climate Change andSustainability Services Contents through EHSExecutive summary EY teams believe that effective EHS managementcan be a strategic source of value to organizationsbecause EHS functions support organizationsin enhancing their reputations, operating moreefficiently, complying with their legal obligationsand — most importantly— delivering on theirethical commitment to safeguard peopleandtheplanet. Of the organizations profiledfor the research: state that their organization’semployee health and safetyinitiatives have contributed toincreased commercial value. This research explores the role of EHS as astrategic enabler and a foundation for valuecreation. Specifically, it considers the extentto which organizations embed EHS into theirbusiness strategy and highlights the variouscommercial benefits they derive from theirinvestment. It also examines the likely futuretrajectory of EHS investment and the practicalchallenges facing EHS professionals whenimplementing their initiatives. say their EHS approach hasresulted in marked operationalefficiency improvements. expect EHS expenditureto increase over the nextthree years. As this research shows, strong EHS performancedelivers clear commercial benefits toorganizations, underlining the relationshipbetween EHS maturity and overall performance.In a highly uncertain world, it puts forwarda compelling business case for even greaterstrategic investment in EHS. For more information on the methodology, see“About the research” on page31. Key findings 1Investment in EHS drives commercialvalue through reputational and operationalefficiency benefits 3EHS is seen to boostbusiness resilience Organizations that invest in comprehensive EHS programsreport improved agility and efficiency during disruptions.As a result, they are better equipped to navigateunexpectedupheaval. Proactive EHS initiatives build significant trust amongstakeholders, including customers, investors andregulators. The result is increased customer loyalty andpublic confidence. These reputational benefits in turncreate long-term commercial value, even if they don’tlead to immediate financial gains. However, the direct linkbetween reputation and profitability is often unclear andnot always acknowledged. Over two-thirds of respondents (67%) say their organization’sapproach to EHS initiatives has led to greater agility duringuncertain times, while 12% believe their organizationhas benefited from reduced downtime in recentchallengingscenarios. More than two-thirds of government and public sectorrespondents (68%) believe their EHS performanceenhances their organization’s reputation and trust amongstakeholders. Furthermore, 77% of nongovernment andpublic sector