Podcasts about ehs

On episode 306 of EHS On Tap, Matt Airhart, CEO of VelocityEHS, talks about how EHS professionals are embracing technology.

Can EHS transition from a cost center into a strategic business driver that protects the bottom line? In this episode of the MuuvWell Podcast, host Kevin sits down with Ryan Rouse (CSP), EHS Manager at Vybond in Franklin, Kentucky. Drawing from 10 years at General Motors and 7.5 years scaling safety operations at Amazon, Ryan breaks down how he applies enterprise-level systems to modern manufacturing.Discover how Vybond tackled soft tissue injuries—which previously accounted for over 54% of their recordable incidents—by establishing an innovative on-site injury prevention clinic covering both workplace and personal health at zero cost to workers. Ryan also shares how he eliminated expensive standalone EHS software, leveraging native Microsoft Power Automate tools to automate near-miss tracking and spend 50% of his team's time out on the plant floor.Key Takeaways:Lessons from GM & Amazon: Applying scalable mechanisms from enterprise environments to modern manufacturing facilities.Merging Personal Health & Ergonomics: How providing on-site physical therapy for personal physical issues lowers overall health insurance costs and prevents workers' comp claims.A New Safety Standard: Shifting from "go home in the same condition" to "go home feeling better than when you arrived."Consolidating EHS Tech Stacks: Replacing costly standalone EHS software with native Microsoft Power Automate, Power Apps, and Power BI integrated directly into operations.The 5-Level Near-Miss System: Prioritizing near-miss reporting into five distinct levels to automate follow-ups and eliminate spreadsheet tracking.Connect with MuuvWell:

Dr. Robert Drane, Chair of ASSP’s Government Affairs Committee, shares how the committee serves as the voice of the Society and its members to advocate for regulations that will help improve workplace safety and health. He also discusses some of the latest developments in OSHA regulations and the impact they could have on EHS. 

On episode 304 of EHS On Tap, Sean Salvas, Group Product Manager of EHS, Healthcare and Mobile Technologies at Origami Risk, talks about how to prepare businesses for extreme weather emergencies.

According to Salesforce, sales professionals spend up to 40% of their time searching for the information and knowledge they need to do their jobs. For go-to-market teams stretched across multiple products, multiple acquired businesses, and a sprawling tech stack, that number can feel like a conservative estimate. So how does a solo enabler cut through the chaos and build something an entire go-to-market organization actually uses and actually trusts? Riley Rogers: Hi, and welcome to the Win/Win Podcast. I’m your host, Riley Rogers. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Heather Darling, senior sales learning and development manager at HSI. Thanks so much for joining us today, Heather. Super excited to have you here. Wondering if you can kick us off and just tell us a little bit about yourself, your background, and your role. Heather Darling: Yeah, absolutely, and thank you so much for having me, Riley. Appreciate it. My background actually started on the customer side. I spent a few years in customer success at HSI, working directly with our customers, building relationships, identifying growth opportunities, and helping them drive product adoption. So over time, I realized I really loved helping teams get better at that work and not just doing it myself. So I got my master’s, and I moved into the sales learning and development role, where I now design onboarding and ongoing learning for our sales reps and CSMs. And a big focus for me is practical application, so I spend a lot of time building programs around how to position our solutions with buyers, how to teach reps about our solutions without overwhelming them with information that they don’t need. Recently, I’ve been focusing on how AI can help sales teams show up more strategically with customers, so I’m really focused on how you turn enablement into something that actually changes behavior. And because I came from customer success, I think a lot about the full customer life cycle. So a lot of my work is in helping teams connect the dots across sales, onboarding, and long-term success. In enablement, I just think it’s important to focus beyond training and think about how we build a culture where people are continuously improving. RR: Your intro tells me we’re going to have a great conversation about how you’re bringing all of that to life. But before we do, I’d love if you could maybe give us just a little high-level view of HSI, just so we have a little bit of a framework as we’re going into the conversation. HD: HSI is a workplace safety training and compliance company in the environmental health and safety space. Ultimately, our goal is to help companies operate safer, smarter, and with less complexity. So we sell to SMB and enterprise organizations across a wide range of industries. Within those companies, our buyers are typically EHS leaders, HR and L&D teams, and operations leaders. So basically anyone who’s responsible for tracking workforce performance, compliance, and risk. RR: Love it, and that is, to your point, just about every company aims to do that, so broad customer base to serve, broad prospect base to target. One thing that you mentioned to me when we spoke last was that HSI’s growth has come from acquisition. So can you tell us a little bit about what’s challenging about working in an environment that’s constantly changing and trying to enable your teams through that change? HD: Honestly, it’s a tough environment to run enablement in. Growing through acquisition, you’re constantly dealing with new products, old branding, different messaging, new systems, and even different workplace cultures converging. So, it sometimes feels like nothing is ever fully standardized. You’re always evolving, working towards a moving target, and the teams are always needing to absorb new information. So you’re trying to help reps understand what to sell, how it fits together, and how to tell a simple story even when the business itself is still getting aligned. On top of that, priorities are shifting with a moment’s notice, products are getting rebranded, positioning is evolving. So enablement needs to stay really plugged into the business and be flexible. There’s long periods of waiting to bring a new product to market sometimes, and then suddenly it’s go time, and you need to be ready, and you have to get everyone else ready. At the end of the day, it’s just a balance between driving consistency and accepting that some level of change is always gonna be your reality. So if you wanna be successful without driving yourself crazy, you work to have a structure in place to bring consistency to your own role in those moments. RR: I would love to know what your personal process for creating consistency amid that chaos is. I think that’s something that’s often challenging to do. HD: That’s a good question. I spend a lot of time meeting with our leaders. I touch base with them at least once a month. I go to team meetings when I can. I just try to stay as plugged in as possible to all the different things that are happening within the organization. For me personally too, I have a mission, vision, and values for my team of one, and so it’s a touchstone for me to go back to. Like, “Hey, am I meeting the goals and the principles that I’ve set out for myself?” Make sure that we’re doing the things that are not out of scope, but also that we are doing the things that we need to be doing to address what’s happening at the moment. RR: I think that’s one of the things that’s really hard, and something that when you talk to solo enablers is probably one of the hardest things, is that wherever you are, enablement is a game of change. It’s a never ending project. There’s always new things for people to learn, always new things for people to do. But when it is just you, and when things are changing fast, staying true to those north stars and that scope that you’ve set, beginning of the year, beginning of fiscal, gets hard. So I really appreciate those tips for how to maintain structure, how to not go crazy, and how to keep yourself on a path that supports your work and the business. So thank you for that. You alluded to a little bit of this in your introduction. Acquisitions aren’t easy. They add new product lines, they add new collateral, they add all sorts of different branding, messaging, et cetera. So what are you seeing that cause for reps? HD: For reps, I think the biggest challenge is just suddenly they’ve got a bigger portfolio of things that they can sell, but it’s not always clear how the pieces fit together, what they need to lead with. If you’re not on top of that as an organization, rep’s confidence drops, your sales cycles get longer. You tend to see people fall back on doing and selling what they already know. People can be reluctant to bring up a new solution that they might feel like they don’t fully understand. And so again, I think that’s where it’s really important to make sure all those pieces are in place as much as possible before you bring the reps in, because they don’t fully understand something, they don’t feel confident in talking about it, so sometimes those new solutions, they don’t get brought up as much as they should. That’s definitely a challenge. For the broader go-to-market team, it creates a lot of inconsistency too. We’ve got different messaging, different positioning, overlapping collateral. It’s really easy for marketing, sales, and customer success to get slightly out of sync, and that shows up pretty quickly in the customer experience. Your risk really with that is not a lack of resources, it’s almost in having too many. It makes it hard for people to find or trust what’s relevant. So you might have reps sharing old collateral with legacy branding because they feel comfortable, they feel like that’s something that they trust. They’re measured on results, so when something is working for them, they don’t wanna risk messing that up. And so change can feel like it really slows them down or it puts deals at risk. So when you’re introducing new products, new positioning, or new tools, especially all at once, that can create some hesitation. Reps are gonna tend to default back to what they know, what they trust, what they’re comfortable talking about. RR: Hearing all of those challenges and also some of those questions that you asked, when there are so many priorities swirling around, so many new things coming in, how do you find that clarity, and how do you create that clarity? And I think one of the things that you shared was an answer to that was, “We needed some tooling.” And so you started looking for some tools to help with that, that problem of reps don’t feel confident with our new solutions. And so I think you were looking initially maybe for something more aligned to an onboarding tool, and then you wound up here with a sales enablement platform. HD: Yeah. Yeah, it was an interesting shift because early on I really was thinking about this as an onboarding problem. So how do we get new reps ramped faster, especially with how complex our business has become? But as I got deeper into it, I realized that the bigger issue wasn’t just onboarding, it’s ongoing development, coaching, creating and tracking certifications. So the challenge doesn’t stop after those first 30, 60, or 90 days. The business is still changing. We’re adding new products all the time, messaging keeps evolving, and that can be really a struggle for reps to keep up with. So there’s just so much information coming at them about buyers and products, and not to mention our internal processes that can sometimes change on a moment’s notice. So my thinking shifted from how do we ramp people to how do we continuously enable reps in a way that makes it easy for them to consume and keep up with the pace of the business? I didn’t really know, I think, that enablement platforms were something that existed. Turns out that in addition to hosting ongoing learning and coaching, an enablement platform could help us centralize content, which is something that we were really struggling with actually. So it really became clear that what I thought I wanted was actually not what I wanted. RR: So when you did land here, and you found there is a tool that will support not just the initial ramp-up on a difficult business to learn, but also will keep our reps continually enabled, everboarding as things change, and then also able to access all of the content, resources, et cetera, that they need. So you found something that worked, but that’s only step one. The next one is getting approval, getting the internal buy-in that this is the right choice, and it sounded like there was some degree of internal skepticism. There was a worry that it wouldn’t work. So how did you make the case for enablement platform and say, “We need this. It’s worth it. I promise you, it’ll, it’ll work out the way we want it to”? HD: We’ve had some challenges with platform adoption in the past, and so there was definitely some skepticism in the organization. And it’s always tempting to, we have a problem, let’s throw a tool at it. So I think for us, the turning point was reframing the problem. So instead of just, “Hey, we need a new tool to address this,” it was a focus on what the leaders were already feeling and seeing, which was longer ramp times, inconsistent messaging and branding, reps struggling to navigate a more complex sales cycle and complex sales processes. So we were incredibly lucky to find an internal champion, somebody high up and respected in the organization who also saw the problems that the sales org was facing firsthand. He believed in the impact that Highspot could have and really helped us connect the dots across leadership teams, and that made a big difference in building internal momentum and credibility. When we could confidently say, “This helps us ramp reps faster and has the potential to increase cross-sell by even 10 or 15%,” that conversation shifted pretty quickly, and at that point, it was about solving a real business problem. RR: Yeah, and there are a couple of really, I think, compelling things that anybody who’s trying to make a business case really for anything but for an enablement platform, expanding an enablement platform, anything like that. One, have a champion. That’s so huge when you have somebody who can speak the language of everybody else that you need to get bought in. Two, be able to reframe it to the value to you, as opposed to, yes, we have problems, but what would it look like in a future state if we didn’t have those problems? And so once you did have that, that buy-in, you had that moment where everybody was like, “Okay, we see the vision. Let’s move forward.” How did you drive adoption? HD: We, like I said, we’ve had a history of challenging or failed software adoptions, so I think that goes back to the idea of sales reps being a little allergic to change. So we definitely had some skepticism. And I got that. I was nervous about it. I had put myself on the line. So knowing that, I was just really intentional up front. I spent a lot of time organizing things the right way, building out Spots, overviews, Sales Plays, and Digital Room templates so that when our reps got in there, it actually made sense and it felt cohesive to them, like something that they understood and that they could use. So I created pages that, as much as possible, mirrored a lot of our internal and external resources, so it looked familiar. We used team homepages that linked to a lot of the other sites outside of Highspot that they use in their daily lives. We were integrated with Gong and Salesforce, which added a lot of value for them. So it was something where you could come in in the morning, you could open up your Highspot, you could have your links out to some of the other resources that you need, and you could start your day there. I also didn’t just blast it out to the entire organization at once. I launched to a small group of reps and got their feedback, made some adjustments based on that, and then after about a month, I started rolling it out more broadly. I spent some time with each team, walked them through some of how to use Highspot, answered their questions, got them set up linking all of their accounts and setting up profiles to make sure everything was ready to go, because I wanted to make it easy for them to engage with it and to be ready to use it to engage with their buyers. We started off slow, but reps started to see the payoff. So it was easier to find what they needed. That was really helpful. And at the same time, we gave them the ability to see how their prospects were engaging with content that they shared. That’s when I think it clicked for a lot of them. And at the same time, we reinforced that internally. So I trained our internal teams, like marketing, finance, sales ops, to point reps back to Highspot. So anytime they were asking for help locating content or processes, I asked them, “Hey, instead of giving them the answer, please let them know that it’s in Highspot and that they can easily find it.” I started to feel the shift a few months in. We would be in meetings, and people would say things like, “Hey, make sure that document you just showed us gets into Highspot.” Like, “Can you drop this PowerPoint deck in Highspot?” That’s when I knew we had crossed a line. It stopped being something that I was pushing, and it became the source of truth that sales team had been missing. RR: Can you walk us through what you built, what the platform looks like today, and then what you would point to as some of the things that have contributed to the success you’ve found so far? HD: The platform today is the central hub for how our go-to-market teams operate. We’ve got structured Spots with clear overviews, Sales Plays for all of our solutions, Digital Rooms that they’re using directly with customers. It’s really become the place where a lot of work happens. So as far as what’s driven the success, I think the biggest thing for me is having the right mindset. This isn’t a set it and forget it project. If you go in, I guess, thinking like, “Hey, I’m gonna be done with this at some point,” it’s not gonna work. It gets easier to manage over time, for sure, but it should always be evolving as your organization evolves, because you really have to keep refining, updating, and listening to your internal stakeholders. That ongoing care and feeding is what actually makes it stick and provides ongoing value. RR: And that’s, I think, the bitter truth of enablement, is that you’re constantly driving to all of these goals, new objectives that come up, and you hit one and you go, “Great. We’re done.” And then there’s a new one that comes in, and all of a sudden, again, you have that bomb of Sales Play training, Digital Room template that I need to build and equip my reps to get out there and drive that new initiative. So I think you’re 100% right to say that that is the right approach. And I would be curious, just because it sounds like in our conversation so far, you’re a firm believer that enablement is the connective tissue between marketing, sales, some other go-to-market functions that you called out. And you mentioned being in team calls and keeping a good pulse on the organization, but how have you built such strong connections between all of these teams and the leaders behind them? HD: Yeah, that’s a great question. A lot of what enablement does is really connect those dots across the business. And so for me, it just comes down to staying close to the work. I’m regularly attending team meetings. I’m joining product updates. I’m meeting with sales leaders on a monthly basis. I try to spend time one-on-one with our reps as much as I can, just to understand what they’re dealing with day to day. And that builds trust, but it also keeps me grounded in what they actually need and not just what I think they need. More importantly, I’m just thinking about how it can solve real problems for the different teams. So whether that’s helping marketing get their messaging in front of reps or giving sales ops and finance a better way to communicate priorities, it becomes a shared tool. Not just a sales tool, but a way for everybody to get things in front of sales when they need to have their attention or they need something that’s going to live somewhere people can easily access it. And I think that’s really where the connective tissue happens. When those stakeholders see Highspot and enablement more broadly as a way to amplify their own work and reach across teams, they lean in, and at that point, it stops feeling like enablement is a separate function, and it starts to just feel like part of how the business runs. RR: I really appreciate that call-out that you have to be able to put yourself in the shoes of your partners, understanding what they’re prioritizing, understanding what their KPIs are, what their goals are, what they’re driving towards, and then how can I serve that? It sounds like you’ve gotten to a point that you can be proud of, and I would really love to hear a little bit more about what business impact or achievements are you proudest of? HD: Yeah. This past year has been really exciting for us with Highspot, just to see the level of adoption and to see how often people refer to it. When we first rolled it out, our goal wasn’t just adoption. It was actually to change how our reps sell and how our buyers experience us, and we’re really starting to see that come to life. We have reached 100% adoption across our North American team, which is great, but what I’m most proud of is it’s not just surface level usage. The reps who are leaning in the most are seeing real results. So for example, reps who complete our learning path certifications are winning 15 to 20% more often. They’re generating more revenue because they’re creating and closing more opportunities. There’s a similar story with our Sales Plays. So the reps who use them are consistently outperforming. And on the buyer side, we’ve completely changed how we show up. We’ve had over 6,000 external shares this year, including more than 2,000 Digital Rooms that have gone out, and those are not only sales meeting follow-ups. Reps are using them for everything from onboarding new customers to supporting partners to running webinar follow-ups and supporting platform migration campaigns. Reps are seeing exactly how buyers are engaging with what they’re looking at, what’s resonating, and that helps them coach their champions internally. So it’s a much more informed, more intentional way of selling. Overall, it feels like we’ve built a system that’s actually driving better selling behaviors and better outcomes. RR: I think the thing that’s most powerful about what you shared just there is when you were talking about how did we earn buy-in. And you walked us through how you made that reframe, and you showed here is what is possible. And I think you threw out something there, like, “What if we could improve cross-sell by 15%?” And you can look at your data today and say, “Our training is actually increasing the number of opportunities we can create.” So that initial stretch goal that you set to earn buy-in on the vision, you have achieved, and you can prove it out, which is crazy, and I hope feels very gratifying. So with a strong environment in place, high adoption, less content chaos, an easy way to get folks ramped up, what’s next? HD: Yeah. I mean, we’re in a good spot right now. I’ve been able to start to have some fun with things because the foundation is there. Adoption is pretty strong, so the focus right now is really shifting to impact. So a big area for me right now is expanding learning, and that’s what I set out to do over a year ago. So I’m building structured learning paths with certifications so reps can prove readiness across different parts of our solution set. So ironically, my project had to take a bit of a backseat to building out the other areas of the platform, but I think that had to happen first to drive that learning portion and to see success there. So we’re also starting to scale globally. We are bringing our EMEA team into Highspot in a way that aligns with how HSI as an organization operates but also still respects the differences in their processes and products. We’ve started to explore the AI coaching functions, which is really exciting. So the goal there is to help reps tighten up their messaging faster, especially around product launches, and to support both onboarding and ongoing development. And at the same time, a lot of the focus is just continuing to evolve what we’ve already built, finding new ways to add value, keeping content fresh, refining Digital Rooms, making sure content stays aligned with the business. So I’m always diving into analytics to determine some new ways to deliver value and prove impact. I think it goes back to the idea that this isn’t a project with a defined endpoint, so our Highspot will always be evolving in the same way our products and our sales org is evolving, and I think that’s what makes it such a successful and valuable resource. RR: Such a full circle point to end on. There’s a lot to look forward to, and the one truth and the one consistent factor is that it’s gonna change, and you’re going to adapt. So who knows what’s coming next specifically, but it sounds like you’re ready to face it when it does come. Heather, it has been so wonderful to hear about your journey, the work that you’ve been doing, the way it’s showing up for HSI, so thank you so much for taking the time to come and share, and give us a little bit of a peek into your world. HD: Yeah, absolutely. So happy to be here. Thank you so much, Riley. RR: No, thank you. And to our listeners, thank you for tuning into this episode of the Win/Win Podcast. Be sure to tune in next time for more insights on how you can maximize go-to-market success with Highspot.

This bonus episode expands on the themes discussed in Episode 5 by providing a practical example of how energy resilience strategies are implemented at the local level. The discussion focuses on Switzerland's requirements for large energy consumers, organisations that exceed defined thresholds for electricity or heat consumption and are therefore subject to specific obligations to improve energy efficiency and reduce emissions. The guests explain the regulatory pathways available, including target agreements, energy audits, and cantonal agreements, highlighting how requirements can vary across Switzerland's 26 cantons. Ultimately, the case study reinforces a central theme of the series: global challenges require locally informed solutions, and energy resilience depends on balancing regulatory compliance, operational efficiency, and long-term sustainability goals. Guest quotes: Mariarosaria Gagliotti: “By meeting the definition of a large energy consumer, the company is obligated to take action, implementing reasonable measures to optimise energy consumption.” Sofiane Kessouar: “The LEED certification provides a framework for designing, constructing and operating highly efficient and cost-saving green buildings.” Timestamps: 00:00:00 – Introduction to the Swiss energy resilience case study 00:01:11 – Defining large energy consumers in Switzerland 00:02:13 – Legal obligations for energy efficiency and emissions reduction 00:02:31 – Regulatory compliance pathways and available options 00:03:31 – Choosing the most appropriate compliance strategy 00:04:09 – Single-site versus multi-site considerations 00:04:54 – Understanding Switzerland's cantonal structure 00:05:22 – Local regulations and sustainable construction leadership 00:05:55 – Introduction to LEED certification 00:06:31 – Benefits of green building standards 00:07:06 – Key LEED certification categories 00:07:39 – Lower operating costs and environmental benefits 00:07:57 – Reflections on local expertise and real-world case studies 00:08:06 – Closing remarks and the value of global collaboration Sponsor Copy Rethinking EHS is brought to you by the Inogen Alliance. Inogen Alliance is a global network of 70+ companies providing environment, health, safety, and sustainability services, working together to provide one point of contact to guide multinational organizations to meet their global commitments locally. Visit inogenalliance.com to learn more. --- Links https://Inogenalliance.com/resources https://Inogenalliance.com/podcast Produced by Madcontent.co.nz  

Dr. Christy Eason is the Director of the innovATe project at the Korey Stringer Institute. In this episode, we go deep into what that innovATe project is all about, how it came to be, what's been done so far, and plans for the future. This project is unique and has been so impactful to this point and there is more coming. Dr. Eason reviews how it came to be and how the program is ensuring not only getting ATs into positions for the short-term but ultimately helping ensure there is a plan to keep them there and provide services. We also discuss what athletic trainers can do to help facilitate positive change when it comes to emergency management and especially around EHS. Dr. Eason highlights a couple changes that are coming to state laws that have been achieved by collaboration of EMS and ATs. We discuss the importance of advocating for your expertise and how you can make a difference when you are able to find the best place to start the conversation.LINK: KSI- https://ksi.uconn.edu/outreach/innovate/ In this Episode:+innovATe program+Providing more access to ATs+ATs as experts in EHS and Emergency+Demonstrating expertise and facilitating change+Happenings at KSIwww.athletictrainingchat.comwww.cliniallypressed.orgSUBSCRIBE:https://www.youtube.com/channel/UCc3WyCs2lmnKK6shrL5A4hw?sub_confirmation=1#ATCchat #ATtwitter #atimpact #at4all #nata #boc #bocatc #athletictraining #athletictrainingchat #health #medicine #medical #medicalprofessional #innovATe #KSI #EHS #koreystringerinstitute #service

Career ownership is not optional. Paul Goudreault spent more than 40 years in environmental consulting and engineering, serving as CEO of two multinational firms, before distilling those lessons into a practical book for professionals at every stage.Goudreault, founder of Enorine Partners and author of "Own Your Career: No One Else Will", walks through his ADAPT Career Lifecycle model, a five-stage framework covering the full arc from acquiring foundational skills to transitioning into retirement or reinvention. He and host Sean Grady discuss why most professionals never truly take ownership of their careers, how to identify the right mentor inside and outside your organization, and why your professional brand determines how much freedom you earn at work.The conversation covers the difference between a coach and a mentor, how AI is reshaping entry-level roles in environmental consulting, the transferability of project management skills across industries, and why relationship-building remains the one thing technology cannot automate. Goudreault also shares career personality types, from the traditionalist to the entrepreneur, and explains how understanding your type helps you choose the right roles and organizations.His second book, "Own the Life You Deserve", is now available in audiobook format. Both titles are available on Amazon by searching Paul Goudreault. Visit SeanKGrady.com to see the entire catalog of episodes to listen to or watch. #EnvironmentalPodcast #CareerDevelopment #EnvironmentalConsultingTAGS:career lifecycle model, ADAPT model, career ownership, environmental consulting careers, EHS career advice, career mentorship, professional branding, career development podcast, environmental engineering podcast, project manager career growth, how to find a mentor, career personality types, AI in environmental consulting, career reinvention, work life balance consultingCHAPTERS:0:00 Introduction and Guest Welcome2:02 Why Paul Goudreault Wrote the Book4:00 The ADAPT Career Lifecycle Model Explained11:20 How to Level Up at Any Career Stage15:40 The Importance of Being Coachable18:45 Building Your Advisory Team25:00 Career Personality Types29:30 Investing in Yourself Throughout Your Career36:30 Staying Current with Technology and AI41:30 Networking as a Long-Term Career Investment44:20 How to Find the Right Mentor48:30 Personal Brand vs. Professional Brand51:30 Dress for Success and First Impressions54:30 Understanding Your Organization's Strategy56:30 Making Your Mark and Leaving a Legacy58:30 Goudreault's Training Program and Book Links

Más allá del cumplimiento: Elevando los estándares de seguridad en Espacios Confinados con NFPA 350En la gestión de riesgos industriales, el cumplimiento normativo es el punto de partida, no la meta. Mientras que regulaciones como OSHA establecen los requisitos mínimos, la guía NFPA 350 (2022) proporciona el "cómo" técnico para alcanzar un nivel de seguridad superior en trabajos dentro y alrededor de espacios confinados.¿Qué diferencia a NFPA 350 de otros estándares? Aquí tres pilares técnicos fundamentales:1️⃣ Identificación Integral de Peligros:A diferencia de los enfoques tradicionales, NFPA 350 clasifica los peligros en tres fuentes distintas que deben ser evaluadas antes de cada entrada:Inherentes: Aquellos propios de la estructura o el diseño del espacio.Introducidos: Riesgos generados por el trabajo mismo o los materiales llevados al sitio.Adyacentes: Peligros provenientes de áreas circundantes que pueden migrar al espacio de trabajo.2️⃣ Roles Especializados y Competencias:La guía reconoce que un "Supervisor de Entrada" no puede ser experto en todo. NFPA 350 formaliza roles críticos adicionales para garantizar el control técnico:Probador de Gas (Gas Tester): Responsable de la monitorización atmosférica continua y precisa.Especialista en Ventilación: Encargado de diseñar y mantener flujos de aire efectivos.Especialista en Aislamiento: Enfocado en el control de energías peligrosas y bloqueos.3️⃣ Prevención a través del Diseño (PtD):NFPA 350 enfatiza que la eliminación del riesgo en la fase de diseño o rediseño es la solución más efectiva. Aplicar principios de PtD permite eliminar la necesidad misma de entrada o rediseñar aperturas para facilitar rescates más rápidos y seguros.Conclusión técnica: La seguridad en espacios confinados no es estática. La implementación de un sistema de Gestión de Cambios (MOC), como sugiere la norma, asegura que cualquier modificación en las condiciones o procesos sea reevaluada antes de que un trabajador rompa el plano de entrada.Como profesionales de EHS y Gestión de Riesgos, nuestra misión es integrar estas mejores prácticas para pasar de una cultura de "permisos" a una cultura de "control técnico preventivo".¿Ya has integrado los criterios de NFPA 350 en tu programa de gestión? Te leo en los comentarios.#SeguridadIndustrial #EspaciosConfinados #NFPA350 #EHS #PrevencionDeRiesgos #IngenieriaDeSeguridad #SaludOcupacional #GestiónDeRiesgos

With an EHS hunt on the horizon, and a holiday behind us, Josh re-visits one of his favorite Podcasts.  

This bonus episode expands on the themes discussed in Episode 4 by taking a closer look at the practical safety challenges facing data center operators and EHS professionals. The conversation highlights how rapidly changing technologies are reshaping the data center environment. From AI-driven computing infrastructure and evolving cooling requirements to the widespread use of lithium-ion batteries, organisations must continually reassess risks and adapt operational controls. While many hazards are familiar, the scale and speed of technological change require safety professionals to remain agile and closely connected to operational teams. The discussion also highlights the growing use of technology to improve safety outcomes, including battery monitoring systems, video-based ergonomics assessments, and procedural compliance monitoring. A key theme throughout the episode is organisational complexity. Data centers often involve multiple stakeholders, including property owners, tenants, contractors, and end users, creating challenges around accountability, communication, and risk ownership. Success depends on strong collaboration, clear governance structures, and open communication between all parties involved. Looking ahead, the future of data center safety will require continuous learning, close collaboration between safety and environmental professionals, and a proactive approach to understanding emerging technologies. As data centers continue to grow in scale and importance, maintaining safe and resilient operations will become increasingly critical.

For their third installment of the Safety Unscripted series, Jill and her longtime friend and former fellow OSHA investigator, Dr. Todd Loushine, answer EHS questions focused on technology and AI, Emergency Preparedness, Health & Environmental Safety, Contractor, Subcontractor and Multi-Employer Safety, and more! We believe many of our listeners have the same kinds of questions. So, again we're sharing portions of the webinar recording with you for this month's episode. Enjoy!

Episode 4 of Rethinking EHS, Season 3 focuses on the fast-growing data center sector and the need to balance speed, innovation, and sustainability. The episode explores how global demand for digital infrastructure is accelerating rapidly, driven by cloud adoption, AI, and increasing digital consumption, while physical constraints such as power, space, and water are shaping where and how data centres are developed. Emerging hubs like Milan are gaining prominence as traditional markets reach capacity, supported by evolving regulatory frameworks that are beginning to recognise data centers as strategic infrastructure. Looking ahead, the industry's future will depend on improving safety maturity, strengthening collaboration across the supply chain, and ensuring data centers are developed as responsible “neighbours” that minimise environmental impact. Ultimately, global collaboration, combined with local knowledge, will be key to scaling the sector sustainably and building a more resilient digital infrastructure. --- Guest quotes: Julie Kreger-King: “There's a real tension between the need for speed and the need to put strong systems and processes in place.” Alessandro Intile: “We are not building warehouses or chemical plants—we are exactly in the middle, with risks that must be carefully managed.” --- Timestamps: 00:00:00 – Introduction & data centre growth overview 00:01:10 – What's driving global demand (cloud, AI, digitalisation) 00:02:31 – Emerging hubs and regulatory developments in Europe 00:04:25 – Regulatory differences between regions 00:05:51 – Why data centres are a critical EHS focus area 00:08:08 – Safety maturity across the sector 00:10:10 – Balancing speed vs systems and processes 00:12:21 – Technology evolution and new risk factors 00:14:03 – Supply chain and quality challenges 00:16:06 – Brownfield development and environmental risks 00:20:13 – Overlooked risks: noise, fuel storage, permitting 00:22:35 – Achieving global consistency vs local requirements 00:28:24 – Advice for EHS professionals entering the sector 00:32:31 – Future ESG priorities and industry maturity 00:36:03 – The role of global collaboration 00:38:01 – Closing reflections --- Sponsor Copy Rethinking EHS is brought to you by the Inogen Alliance. Inogen Alliance is a global network of 70+ companies providing environment, health, safety, and sustainability services, working together to provide one point of contact to guide multinational organizations to meet their global commitments locally.  Visit inogenalliance.com to learn more. --- Links https://Inogenalliance.com/resources https://Inogenalliance.com/podcast Julie on LinkedIn: https://www.linkedin.com/in/julie-kreger-king/  Charlotte on LinkedIn: https://www.linkedin.com/in/charlotte-buffoni-a42b9629/ Alessandro on LinkedIn: https://www.linkedin.com/in/alessandro-intile-5730a2124/?skipRedirect=true  Produced by https://madcontent.co.nz/  

Arianna Howard, Managing Partner and Co-founder of Syncra Group and lead of ASSP’s AI in Safety Standards-Based User Group joins us to share how AI tools can offer solutions for addressing issues in your workplace, but first you have to know which problems you're trying to solve. She discusses the importance of using AI as a learning tool to better understand the conditions the workforce is facing and better address hazards. She also shares how AI can help EHS professionals save time and work more efficiently by improving processes and procedures.

Giovan Scialdone, president of 3S Lift Americas, joins to discuss 30,000 Climb Auto System installs and a new lift-mounted rescue stretcher. Sign up now for Uptime Tech News, our weekly newsletter on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on YouTube, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary’s “Engineering with Rosie” YouTube channel here. Have a question we can answer on the show? Email us! Welcome to Uptime Spotlight, shining light on wind energy’s brightest innovators. This is the progress powering tomorrow Allen Hall: Gio, welcome back to the program.  Gio Scialdone: Hey, thanks, Allen.  Allen Hall: So a lot’s happened over the past year since we last spoke with you at 3S Lift. Yeah. And there’s all kinds of new technology and improvements and the- The expansion of the Climb Auto system in the United States is remarkable. Yeah. How many systems do you have installed in North America? Gio Scialdone: Yeah, I appreciate that. I mean, it’s, it’s… The, the pride that we take in, in those numbers are, are serious. We, we feel, uh, a great responsibility to help technicians, to help our customers operate more, uh, more efficiently. We have 30,000 installed.  Allen Hall: Wow.  Gio Scialdone: So yeah, last year was a busy year. We installed close to 8,000, uh, in North America, so a bit in Canada as well. Um, [00:01:00] yeah, it’s… And, you know, before we get into some more numbers too, a funny story for you, a Massachusetts native- Right … or lived in Massachusetts- Long time … for a period of time. Uh, Hoosac Wind Farm, you know the Hoosac Wind Farm. Oh, yeah, yeah,  Allen Hall: I can see it out my front door.  Gio Scialdone: This is what’s great about this industry and being at this conference. Um, I ran into… At, at one point in time working for GE a long time ago, I was a site construction manager for Hoosac. I ran into my EHS safety manager, who I haven’t seen in 14 years-  Allen Hall: Wow …  Gio Scialdone: uh, who now works for another prominent, uh, company, uh, in the industry, and, uh, she remembered the name of my dog that- Really? I used to take to the site as a- Oh,  Allen Hall: wow.  Gio Scialdone: So, uh, you know, it’s good to be here, see you, and see, see, you know, lots of former colleagues, so,  Allen Hall: you know. Well, it’s a small world in wind.  Gio Scialdone: It’s a very small world. And, you know, we’re, we’re a company that, um, you know, again, we, we, we have a unique product, and there, there are some other companies that are, um, also coming out with a product quite similar, and we, [00:02:00] we appreciate that competition. Sure. In fact, I think, you know, we spend a lot of our time trying to, uh, sell our customers on the value that the ClimbAuto system is a need and not a nice to have, and I think having some competition with a similar ladder access product further, uh, maybe pushes that point to, to, to be true. So, um, you know, it’s good to be here and see some expansion in, in our little, uh, you know, ladder lift space. Allen Hall: Well, I think it shows the work that 3S has done to demonstrate the value of that system. I remember several years ago, I think when I first talked to you, there wasn’t a lot of adoption, and you were… And the operators were thinking, “Do I really need this?” But the reality was that the technicians loved it. They improved performance. They had technicians using those towers and wanted to work on those specific towers. Yeah. And, and then, uh, just kind of the flood happened. It, it was everybody was testing the [00:03:00] waters. You were basically installing test systems- Yeah … or sort of sample system to try it. Yeah. Everybody loved it, and then boom, you’re up to 30,000 units.  Gio Scialdone: I, I think, I think a part of that too to add on is you, you have to have a quality product.  Allen Hall: Oh, sure. It has to work. For, for… It has to work. Right.  Gio Scialdone: That’s the most important thing. Yeah. Um- The th- the, the, the value and the function in theory makes sense to lots of people, but does it work and is it reliable? And I think having been here nine years and, and, you know, the first three years we only had 500 units installed. Yeah. So it’s really the last three or four years that have expanded our, our installation base. And I think a lot of that is, you know, thank, you know, we’ve got a great team behind it. You know, we’ve got 70 technicians, and we’ve got a sales team, and an engineering team, and, um, you know, a project management team. So we, we’ve, we’ve staffed up as, as you need to. But the product we’ve, we, we really believe has, um, you know, been our best [00:04:00] salesperson. You know, it takes some service. That’s one thing I wanted to, to let you know, too. You know, in the early days, we- a lot of our customers were servicing our lifts. Sure. Right, yeah. And we still, um, uh, promote that if they would like to. Uh, annual inspection, you know, 30 minutes a year, um, that kind of pre-use inspection of one or two minutes before you ride it is- Sure … is, is, uh- Yeah, yeah … required. But now we’ve got a team of 20 to 25 technicians who their only job is to go around and, and service these lifts. So- Wow … we’re proud now that, you know, the oldest lifts are nine years. Oh, wow. And they’re still working very, very well as designed. You know, no, no major correctives, no motor replacements. So, you know, stand behind the product and, and, you know, service it, and servicing our customers is really what we’re, we’re proud to, to, to show. Allen Hall: Well, that was always the hard part early on. Um, my recollection was I could install this system, and yes, I could help my technicians, but am I fixing it, replacing it? The, the, the quality was the question mark at the moment.  Gio Scialdone: Yeah.  Allen Hall: [00:05:00] But you’ve really hammered that, and I think 3S has done a good job of mainta- maintenance and inspections and just delivering a quality product. That’s why I think you’ve seen the growth as rapidly as you have, and the price point’s right, too.  Gio Scialdone: The price point has to be right. I think, you know, um, we’ve– we, we are offering some additional, let’s call them, like, support services. So we’ve got an online store where you can come and buy spare parts. You can buy every spare part that you need on our online store. Allen Hall: Nice.  Gio Scialdone: You know, accessories are required, fall arresters and battery kits and things like that, that even if you’re an ISP or, or a third party, uh, not the owner per se, you, you need that, that, that equipment. In addition to the online store, we- we, last year we launched, uh, an online training academy. So what’s… You know, it’s a very simple system to use. We’ve seen it. I’ve seen it. Used it.  Allen Hall: Yeah.  Gio Scialdone: Um, but we need to make sure as an industry and as a company that we take responsibility to make sure as, as best we can that every [00:06:00]person that uses this uses it appropriately and has the intelligence and the knowledge and skills to, um, troubleshoot basic things or perform safety evacuation features. So we’ve got an online training, um, uh, academy that we launched last year, and that’s been going well too. So more information we feel is better, uh, for our customers, for our technicians. Sure. You know. Um, so that’s been fantastic to see a lot more activity and customer… Again, a really small, you know, $200 per, per training course, and the certificate’s good for two years. You know, um, a robust course for an hour or two. It’s worth it.  Allen Hall: Well, it’s a reasonable price for an excellent product. Yeah. And that’s been the key for a long time. Yeah. Opening up the ability to get spare parts online, that’s huge. I know when you talk to operators, what’s the pain point? I have to call somebody- Yeah somewhere far away to try to get a part. Sure. It’s gonna take six months to get it.  Gio Scialdone: Yeah.  Allen Hall: Getting it online is the way- Yeah … that they wanna do it. [00:07:00] So it’s a lot of smart moves to be the support part of, of that system.  Gio Scialdone: Yeah. We’ve come… I’m, I’m smiling because in Chicago, uh, maybe seven years ago, our, our first spill- spare parts process was- uh, my office had a closet that I housed all the spare parts.  Allen Hall: Yeah.  Gio Scialdone: You know? And, and when I needed to ship out something, I put it in a box and gave it to the, to, like, the building secretary, you know? That’s how it worked. And now we’re, we’re a little more sophisticated than that. We’ve- Y- you got a  Allen Hall: massive organization  Gio Scialdone: behind it We’ve got a 40,000 square foot warehouse that we’re, we’re really proud of, and a great team behind it to perform the logistics and track everything and… You know. So yeah, we’ve, we’ve come a long way, and our customers are helping us try to get better as well, you know. There’s still, there’s still a long way to go. Our objective as a company is to eliminate climbing, Alan. And it- And, and, and you know, I think there’s not much pushback, frankly.  Allen Hall: Not today. Right? Three years ago, a lot of pushback.  Gio Scialdone: Yeah. Yeah. I think, um… And what I mean, too, is, like, I think- From a, uh, a [00:08:00] value perspective, there’s no pushback. There’s still a budget perspective. Sure. And I think the challenges we’re finding still are if you’re at a wind farm and you have blade issues or, or, or drive train issues, uh, you might need to spend your dollars there before you spend them on a lift, and we, we, we understand and respect that. And so we’re working together with customers to try to come up with creative commercial solutions, be it, uh, you know, deferred payment models or multi-year, look at that as a, a capital cost plus some operational cost. Smart. Defer some of that capital, um, to, to sort of reduce that first year burden, right? Allen Hall: Yeah. So- That’s the  Gio Scialdone: scary  Allen Hall: part, right? They, they… The lump sum- It’s a big budget item. Yeah … is always an item, and they, especially in today’s world where we got gearbox and blade issues, they don’t want to spend on something that’s not directly there because it’s the, that’s what- Yeah … produces power.  Gio Scialdone: Right. Allen Hall: But technicians working on the turbines also produce power. That’s a great point.  Gio Scialdone: And  Allen Hall: you, and you need them, they go up and down- Yeah. That’s a good point … and sometimes you need them to go up and down a lot. Yeah. And if you don’t [00:09:00] wanna wear out those technicians, the, the lift is the way, the climb model system is the way to go. Right. It just makes… In today’s world, not having it, you’re the odd one out because most sites have some, if not all the turbines with the climb model system.  Gio Scialdone: There’s a, a… It reminded me of a, I talked to a customer today who said, you know, lots of these sites are clustered with phases. Uh, this particular customer retrofitted, uh, one of the two phases at their site. They’re split, let’s call it 50 turbines each or so, um, maybe two years ago, and then their struggle is they haven’t yet got the budget to do the second phase. Now, it’s the same group of  Allen Hall: technicians-  Gio Scialdone: Yeah … that work on both phases. So she, she explained to me that every morning when they go in and they kinda see which, which turbine they’re going to, there’s a, there’s a few of them going, “Yeah.” And there’s a couple other ones that are like, “Ah,” you know? Yeah. So there’s a real like… And I th- and I believe, you know, while that’s kind of a, an anecdotal kind of funny story, there’s, there’s, there’s real objective measures that you [00:10:00] can look at to say that it is, it is- correlated, hard to prove causation, but likely that those technicians who are climbing are gonna be less efficient at the same task than those who are not climbing, right? Yeah. And, and the customer knows that. And so, um, you know, we’ve gotten to that point as an industry that we’re, again, we’re not arguing the, the value too much anymore. That’s good. It’s more about finding the solution for the right, at the right time. Pre-repower, do we do it pro- post-repower? You know, those questions are being asked. Um, you know, it makes more sense potentially, if you will repower in a year, to put that in that budget. Um, so we’re seeing lots of that activity, especially as the lead up to this July 4th, uh, sa- uh, start a construction repower- Right … cliff.  Allen Hall: Yeah. Are, are you getting a lot of inquiries about that? Like, we wanna book a contract, try to get before that July date? Gio Scialdone: Yeah, look, one of the interesting things is, you know, to qualify for the PTC by [00:11:00] July 4th, you need to start construction.  Allen Hall: That’s right.  Gio Scialdone: Um, or, and you can do that in a couple different ways, right? Right. And we are having customers who are using our lifts as a start of physical work on site.  Allen Hall: Oh,  Gio Scialdone: that’s so smart. So they’re installing lifts- To start that process and show a continuous effort on site. It’s on-site work. Yes, it is. Uh, we have, you know, pri- uh, PWA, prevailing wage apprentice- Right … qualified- Sure … technicians in our program, if that’s something that’s required- Yeah … which a lot of times it is- It is nowadays on these, a lot of these sites. So, um, yeah, we’re offering both of those things to customers. It is an interpretation. There are some customers who aren’t, um, but, but there are, there are those that, that do see the lift as a great tool for them to start that, that clock.  Allen Hall: Right. So- Because the parts are there, you’re ready to go. You can get them- Yeah … installed and- Yeah … unlike other components of a wind turbine- That might  Gio Scialdone: have longer lead time …  Allen Hall: that will have longer lead times. Right. If you’re doing main bearings or something of that sort- Right … it’s gonna be several months before you get those assets on site and can [00:12:00] start working them. Gio Scialdone: Yeah. And you’ve got three months until July 4th,  Allen Hall: right? Right. You gotta go.  Gio Scialdone: Yeah, you gotta go.  Allen Hall: Right. And that- You gotta go … I think that’s, that’s the key to all this. Yeah. Boy, that, that’s genius. I’m, I’m glad that people- … are thinking outside the box.  Gio Scialdone: We are too. Our customers are creative.  Allen Hall: Yeah.  Gio Scialdone: And that’s good. We’re happy to support that, at times.  Allen Hall: So there’s, there’s some new technology at 3S in- involving evacuation and- Yeah … you know, the, one of the most, uh, critical pieces of being a technician is working safe, but occasionally things happen. Mm-hmm. And there’s a lot of ways to get technicians from the nacelle downtower. Some of them involve tossing them over side and roping them down, which can be kind of extreme, honestly. Mm-hmm. And a, a lot of technicians do get hurt in not necessarily life-threatening ways- Right … but in ways where it makes it really hard to kind of get them up and down- Safely, yeah … the, the tower safely, right. So 3S has been thinking about this for a while, and now you have a, a new product.  Gio Scialdone: We do. We have a rescue stretcher, uh, which has been in development for about a year or [00:13:00] so. We’ve tested it in the field. Um, yeah, the, the climb onto system with all its functions, uh, has not been a rescue system. Right. Right? Um, so what, what we’ve been doing is if, if there is an incident in the tower, you’re utilizing a, a, a, one of the many rescue devices that are in the industry. Sure. Now, w- with the stretcher, uh, this is a, a device that attaches to the ClimbAuto System and uses the ClimbAuto System to safely bring the person down. Um, it can be installed by, with one, uh, rescuer. So one person can fix this to the rail. It has pulley, uh, systems to bring the person up onto and attached to the ClimbAuto System, and then send down. Now, so then you’re, you’re, you’re immobilized, right? So we secure your head, your feet, your body. Um, and to your point earlier, yes, it’s in, in the event that an injury occurs [00:14:00] and you have, let’s call it some time, 10 to 15 minutes of setup time, ’cause that’s what it will take- Sure then this is a great product. And the idea would be, you know, one per truck, similar to a rescue device. Um, you know, and then, you know, you can, can get it up and down the tower pretty easily. It’s, it’s light. It, the package is like a, it’s like a tent bag. It folds up into, like, a bag of a tent, if you picture that. Um, it maybe weighs, like, 15 pounds. It’s quite light. Oh, that’s good. Yep, yep. You know, ’cause there’s no long rope, right? So there’s no, like, hundred-meter rope that you need, which is the, the heavy stuff. Right. Um, and, you know, so you’re using the lift. So the, the weight of the, the system, the stretcher itself, is quite light. So we’re excited. We’ve got a few customers that have demoed it. And, uh, yeah, we’re, we’re, we’re looking to continue to improve the, the, the, the features that we offer. Well,  Allen Hall: yeah. If, if there’s 30,000 ClimbAuto Systems out there- Mm … there should be these rescue kits along in the trucks- Yeah … because you just don’t know. Gio Scialdone: Yeah.  Allen Hall: Right? And guys get hurt.  Gio Scialdone: Yeah.  Allen Hall: They [00:15:00] dislocate their shoulders. They’re dislocating their knees. Yeah. It, it’s a hard task. It is. Uh, you used to climb and do that job. It is. You know that- It is … there’s, there’s things that happen uptower that it makes it hard to get down.  Gio Scialdone: You know, I remember doing some training w- where a lot, I mean, we all have, at some point, maybe done some rescue training and, you know, if you’re in a traditional uh, auto descent or sort of rescue device, you may be banging against the tower wall or the ladder- Yep potentially causing further injury. The benefit of this system is, is that, you know, you’re stable on the lift as you go down. Um, so yeah, it’s a little, um… We, we feel is gonna be helpful f- for the sites that have, for sure, climb auto systems, and again- … it’ll take some training.  Allen Hall: Sure.  Gio Scialdone: Right? Sure. It’ll take some training to, to… Just like any, any rescue device will take. Um, but we, we see some value in the future that, again, it’s adding… It’s another tool, uh, for customers- Yeah … to consider to keep their people safer.  Allen Hall: Yeah.  Gio Scialdone: You know? So.  Allen Hall: I, I, I- Yeah. I see a lot more operators now being very proactive about safety.  Gio Scialdone: Yeah.  Allen Hall: And if I can have a simple tool- Yeah that [00:16:00] makes life easier just in case, ’cause things happen, and you wanna be ready for it, something in, in the back of the truck makes infinite sense and is a, a smart way to handle it. Because the thing about tower heights today, we’re above 100 meters on a lot of towers.  Gio Scialdone: Yeah.  Allen Hall: And that’s a long way to get lifted down. Speaker: That’s  Gio Scialdone: true. Yeah. That’s a, it’s a… And, and, you know, and if you’re in a condition, a wind condition where it-  Allen Hall: Which is where these  Gio Scialdone: turbines  Allen Hall: are,  Gio Scialdone: yeah … towers sway, yeah. Then, then it’s- It’s- … even harder and need multiple people. You know, so again, in these remote areas where more and more turbines are being located as new construction, m- way more remote, uh, y- your, your, the next team of two technicians may be a, an hour away. Probably, yes. Right? Worst case, it could be an hour away. Yeah. Oh,  Allen Hall: yeah.  Gio Scialdone: And so as a team of two, you know, to be able to rescue you and safely bring you down, it could be critical. It could be critical. It  Allen Hall: will be.  Gio Scialdone: Yeah. Yeah, because there’s not gonna be a third or fourth person to come assist us  Allen Hall: for an hour,  Gio Scialdone: you know? So yeah, it’s an exciting… You know, [00:17:00] we, we’re, we’re trying to do, you know, uh, add-ons to the product to, uh, you know… We, we’ve modified some things over the years. We’ve got a new battery kit style, uh, to improve functionality. Clip-on battery as opposed to a plug-in. Um, you know, we’ve added a lot of different safety features over the years, like, um, uh, simultaneous handle switches. Right, yeah. So, you know, we’re, we’re trying to avoid, uh, a misuse of, of, uh, one hand at a time or no hands. Um, so there’s, there’s lots of features that we have, uh, added and also are able to, when we go service these t- towers- Bring the add-on at no cost if we’re performing the service for the customer. So we’re gonna upgrade your software, so to speak- Sure to the newest and latest, greatest software, um, so that, you know, you can be safer than, than you were maybe a few years ago.  Allen Hall: Oh, yeah. But that’s why you buy a 3S Climboto system. Ouch. Is because you know that those upgrades are coming. Yeah. And they’re- Yeah. You guys are not sitting still. You don’t have- No you hadn’t device- No … [00:18:00] created a device 10 years ago and haven’t changed it. Yeah. It’s evolved every single year- It has … that I’ve talked to you. Yeah. And every single year it’s safer, more reliable- Yeah … does more features, and the technicians love it.  Gio Scialdone: Yeah.  Allen Hall: Absolutely love it.  Gio Scialdone: I credit our, you know, our company is, is… This is our, this is our, uh, our passion, right? So, like, we’ve, we’ve been in this business for, for 20-plus years. In the US, we’ve been in it for nine and, you know, we’re not, we’re, we’re not going anywhere. No. You know, notwithstanding, um, uh, any, any, any political issues, we’re gonna ride through, so, so is everybody here, you know? Sure. Yeah. We’re, we’re, we’re in this and, you know, our mindset is, again, to eliminate climbing and, and do the best we can to keep people safer and have turbines run more efficiently.  Allen Hall: So if you’re an operator or a wind farm asset manager or site supervisor- Yeah … at a, at a wind farm and you don’t have the Climboto system yet Who do you call? Where do you go to get started?  Gio Scialdone: Yeah, you can, you can definitely get us on the [00:19:00]website. You know, there’s a Get Info button that still goes directly to me if you’re gonna say, “Hey, can I get a quote on this?” So, you know, we’ve got five salespeople. Uh, you can certainly ask your management team because there’s a l- strong likelihood that we’ve been in touch with them. We, we visit sites. You know, we visited 200 sites last year. So our… We’re out. We, we… You know, if, uh, if we haven’t visited you, let us know. But, um, you know, yeah, you can definitely reach us on, on the web or, uh, you know, we’ve got a phone number as well on there, so.  Allen Hall: Yeah, it’s easy to reach out. Yeah. Just look up 3S Lift. Climb Model System’s another quick way, and if you Google that you’ll get to the 3S Lift website, and you can find all the cool features, and, and the new devices, and you can find your parts and everything you want right there. It’s, it’s amazing the growth and, and the, and the, uh, adoption of that system. It’s, it’s great to hear. It’s one of those things that when it’s a real success story. Yeah. And I, I know you’re, you’re really close to it of course.  Gio Scialdone: Yeah, I know.  Allen Hall: Yeah. But from the outside looking in, it’s [00:20:00] amazing.  Gio Scialdone: We’re proud of  Allen Hall: the team. 500 turbines to 3,000, that’s a lot.  Gio Scialdone: It is. We’re proud of the team. I’m, I’m grateful to the customer base that, that have seen this, this value, you know, and recognize it. Um, and you know, not only for the soft sell, that it helps people and the morale, and, you know, there is a, a, a, a harder to measure injury improvement factor.  Allen Hall: Yeah.  Gio Scialdone: Um, but, but there’s absolutely some objective measures. We have sites that before the lifts were installed were at 95% availability, and now they’re at 96.2. Now, correlation and causation aren’t the same thing, but we, we believe, and we means the industry I think at this point, especially to see competitors come in, I think that further, uh, drives home the idea that this is the right thing to do, to stop climbing and, and help your t- technicians be more efficient, effective. So yeah, we’re, we’re proud of it and, um, you know, we’re looking forward to being here for another nine years.  Allen Hall: Absolutely. Yeah. Gio, so good to see you. Congratulations on everything. Thanks, Allen. And yeah, [00:21:00] good luck this year. I know you’re gonna have a l- a lot more growth, so- Thanks … congratulations. Gio Scialdone: Appreciate the time.

My guest today is Michael Zalle, Founder and CEO of YellowBird, an AI-powered platform that helps companies find, manage, and deploy elite safety and risk talent across the USA. He might be described as a serial entrepreneur, with over 25 years of experience with leading edge technology, including building and scaling multiple ventures focused on solving complex, high-risk business challenges. He also hosts The Canary Report (link below), a podcast featuring conversations with top EHS leaders on emerging safety trends and risk strategies.In our chat, Michael talks about the highs and lows of entrepreneurship and how, like almost anything in life, it's all about perseverance and grit to get to where you want to be.If you want to know more, reach out to Michael - contact details below:Website: goyellowbird.comPersonal LinkedIn: linkedin.com/in/michaelzalle/Company LinkedIn: linkedin.com/company/goyellowbird/ You can also tune in to Michael's podcast, The Canary Report: Safety and Risk Management Podcast here.Send us Fan MailContact ABM Risk Partnership to optimise your risk management approach: email us: info@abmrisk.com.auTweet us at @4RiskCmeVisit our LinkedIn page https://www.linkedin.com/company/18394064/admin/Thanks for listening to the show and please keep your guest suggestions coming!

This week: While in New York for this year's Sustainable Apparel and Textiles USA, Innovation Forum's Niamh Campbell spoke with Jimmy Summers, vice-president for EHS and sustainability at Elevate Textiles. They talked about net zero ambitions in the apparel sector and why it's necessary to get away from the race-to-the-bottom approach that has become the norm.   Plus: World Cup emissions set to soar; SBTi's updated corporate net-zero standard; how to transform agricultural waste into carbon-negative products, in the news digest with Babette Pagès.    Host: Ian Welsh

On episode 299 of EHS On Tap, Amanda Smith, Executive Vice President of Strategy at Cority, talks about how using AI can change the EHS workflow. This episode is sponsored by Cority.

This bonus episode of Rethinking EHS, Season 3 focuses on the invisible cultural factors that shape organisational risk and safety performance. The discussion highlights how companies can have strong procedures, audits, and compliance systems in place while still experiencing serious incidents because underlying cultural issues remain unresolved. Through real-world examples, the episode explores how communication breakdowns, siloed decision-making, and inconsistent leadership behaviours can undermine even the most mature EHS programs. Ultimately, the episode underscores that strong safety culture requires more than documentation and compliance — it depends on leadership alignment, open communication, consistent behaviours, and a long-term investment in people. Guest quotes: Alizabeth Smith: “The risk they hadn't controlled, the risk they hadn't looked at, was cultural.” Alizabeth Smith: “If you don't deal with communication and consistency, people start believing the program will change in six months anyway.” Timestamps: 00:00:00 – Introduction to cultural risk management  00:00:33 – Case study: when strong systems still failed  00:01:25 – Identifying cultural breakdowns and lack of trust  00:02:46 – Communication silos in large organisations  00:03:55 – Building a global risk register and consistent controls  00:05:00 – Why onboarding and training often fall short  00:06:09 – Wearables, micro-training, and new approaches to engagement  00:07:27 – Executive incentives and unintended reporting behaviours  00:09:39 – Leading indicators versus lagging indicators  00:11:44 – Case study: transforming culture in a global manufacturing company  00:15:04 – Developing future EHS leadership internally  00:15:51 – Closing reflections  Sponsor Copy Rethinking EHS is brought to you by the Inogen Alliance. Inogen Alliance is a global network of 70+ companies providing environment, health, safety, and sustainability services, working together to provide one point of contact to guide multinational organizations to meet their global commitments locally. Visit inogenalliance.com to learn more. Links https://Inogenalliance.com/resources  https://Inogenalliance.com/podcast  Keith on LinkedIn: https://www.linkedin.com/in/keith-knoke-27587a7  Alizabeth on LinkedIn: https://www.linkedin.com/in/alizabeth-aramowicz-smith-61618615/  Produced by https://madcontent.co.nz/

On episode 298 of EHS On Tap, Jill James, Chief Safety Officer, HSI; Laynnea Myles, Co-Founder of BOLD; and Monique Parker, Chief Sustainability Officer at Elevra Lithium and incoming president of the ASSP, talk about how female EHS leaders can leverage their superpowers.

Episode 3 of Rethinking EHS, Season 3 focuses on the transformation of risk management in a rapidly changing global environment. The discussion highlights how modern risks now spread faster than ever through interconnected supply chains, social media, workforce pressures, and geopolitical instability.  The episode also explores how organisations are using leading indicators, management systems, and predictive approaches to identify operational risks earlier, while integrating EHS considerations into due diligence, procurement, sustainability, and organisational change processes. Ultimately, the episode underscores that resilience depends on organisations proactively understanding risk, improving communication, and embedding risk management into every level of business decision-making. Rethinking EHS is brought to you by the Inogen Alliance. Inogen Alliance is a global network of 70+ companies providing environment, health, safety, and sustainability services, working together to provide one point of contact to guide multinational organizations to meet their global commitments locally. Visit inogenalliance.com to learn more. *** Guest quotes: Alizabeth Smith: “The risk they hadn't controlled, the risk they hadn't looked at, was cultural.” Alizabeth Smith: “If you don't deal with communication and consistency, people start believing the program will change in six months anyway.” *** Timestamps: 00:00:00 – Introduction to cultural risk management  00:00:33 – Case study: when strong systems still failed  00:01:25 – Identifying cultural breakdowns and lack of trust  00:02:46 – Communication silos in large organisations  00:03:55 – Building a global risk register and consistent controls  00:05:00 – Why onboarding and training often fall short  00:06:09 – Wearables, micro-training, and new approaches to engagement  00:07:27 – Executive incentives and unintended reporting behaviours  00:09:39 – Leading indicators versus lagging indicators  00:11:44 – Case study: transforming culture in a global manufacturing company  00:15:04 – Developing future EHS leadership internally  00:15:51 – Closing reflections  Sponsor Copy Rethinking EHS is brought to you by the Inogen Alliance. Inogen Alliance is a global network of 70+ companies providing environment, health, safety, and sustainability services, working together to provide one point of contact to guide multinational organizations to meet their global commitments locally. Visit inogenalliance.com to learn more. Produced by Madcontent.co.nz *** Links  https://Inogenalliance.com/resources https://Inogenalliance.com/podcast Keith on LinkedIn: https://www.linkedin.com/in/keith-knoke-27587a7 Alizabeth on LinkedIn: https://www.linkedin.com/in/alizabeth-aramowicz-smith-61618615/ Chris on LinkedIn: https://www.linkedin.com/in/chris-trim-51637831/

Back by popular demand, Jill and her longtime friend and former fellow OSHA investigator, Dr. Todd Loushine, recently hosted another live webinar to answer your burning EHS questions! Registrants submitted questions before and during the live event, and the duo were able to give answers related to: Safety culture and behavior change, accountability and difficult scenarios, career growth and professional development, OSHA updates and the future of safety, and more. We believe many of our listeners have the same kinds of questions. So, we're sharing portions of the webinar recording with you for this month's episode. If you like this episode, join Jill and Dr. Todd LIVE for Safety Unscripted: Part 3 on Wednesday, June 3rd. You can register by clicking the link in the show notes. Enjoy!>> REGISTER FOR SAFETY UNSCRIPTED PT. 3

In this episode of the TapRooT® Podcast, we break down the truth about leading indicators, lagging indicators, safety metrics, and “safety theater.” Are your KPIs actually improving safety performance or just encouraging people to game the system? Mark and Tim discuss how organizations misuse safety measures like TRIR, behavior-based safety observations, corrective action closure rates, and leading indicators. They explore how poorly designed metrics can create unintended consequences, hide real risks, and even damage safety culture. If you work in safety management, incident investigation, operational excellence, human performance, process safety, EHS, or root cause analysis, this episode is packed with practical insights on building better safety systems and avoiding metric-driven failures.

Cority has been quietly building environmental, health, and safety software for forty years, and Amanda Smith runs the strategy keeping up with AI that changes every six months. She and Chuck get into why a system of record beats raw AI on life or death calls, how a 600 page permit went from months to minutes, the stat that 95 percent of employees are already using shadow AI, and the PDF problem that has every energy company stuck.Click here to watch a video of this episode.Join the conversation shaping the future of energy.Collide is the community where oil & gas professionals connect, share insights, and solve real-world problems together. No noise. No fluff. Just the discussions that move our industry forward.Apply today at collide.ioClick here to view the episode transcript. 0:00 The Cority story and 40 years in EHS software2:30 How the software shows up on a rig and in the office5:45 The SaaS apocalypse question and why context beats raw AI9:30 Amanda's family mining history and why this work is personal11:00 Recruiting AI talent to Houston and the six month change cycle15:00 Shiny objects versus solving real problems18:00 Auditability, HIPAA, and the black box problem19:30 Where Collide is heading as an operating system23:00 Employee resistance and the friction point playbook27:30 Six hundred page permits, 3000 filings, zero mistakes30:00 Agentic workflows as the new source of record34:30 Correlation, causation, and the shale revolution lesson37:30 The PDF problem and using 2 percent of energy data41:30 Learning to drive as the AI adoption analogy43:00 What we are not talking about today that we will be in five years48:30 Ninety-five percent of employees are using shadow AIhttps://twitter.com/collide_aihttps://www.tiktok.com/@collide.iohttps://www.facebook.com/collide.iohttps://www.instagram.com/collide.iohttps://www.youtube.com/@collide_iohttps://bsky.app/profile/collide-ai.bsky.socialhttps://www.linkedin.com/company/collideai

EHS and AI are starting to transform safety and reliability in oil and gas. But most organizations are still managing safety as a compliance exercise, not an operational advantage. That approach is under pressure. Operations are more complex, regulations keep shifting, and critical EHS data is scattered across systems, spreadsheets, and sites. When something goes wrong, the impact isn't just regulatory — it shows up as downtime, lost production, and real harm to people and communities. There is a better way to run this. When EHS systems are connected and AI is applied to real operational data, safety becomes part of how the business performs day to day. Instead of reacting after the fact, companies can see risk building in real time, understand how conditions interact, and intervene earlier. The outcome is stronger reliability, fewer disruptions, and better decisions in the field. In this episode, I'm speaking with Amanda Smith, EVP Strategy at Cority. We discuss how EHS is shifting from compliance to performance, why most systems remain fragmented, and how AI is enabling real-time insight into operational risk. Amanda also shares the personal story behind her focus on safety, and a practical framework for how organizations can start using AI without taking on unnecessary risk.

On episode 294 of EHS On Tap, Ryan Urik, senior EHS manager, Curtiss-Wright, and Heather Ritz, program manager, ergonomics at Briotix Health, talk about how Curtiss-Wright revamped its ergonomics program.

May 01, 2026 - Eisenhower Principal Dr. Mistie Rodriguez, and graduating seniors, Adrienne Banner, Tyshon Jackson, and Callista Hovis, joined Byers & Co to talk about the students' time at EHS and what is next for them after graduation. Listen to the podcast now!See omnystudio.com/listener for privacy information.

A story of resilience, reinvention, and an unexpected path into safety. In this episode, Jill James sits down with Chanell Alaniz, president of the Oklahoma City ASSP Chapter and former head of EHS for Oklahoma's largest biopharmaceutical manufacturer. Chanell shares an extraordinary origin story that begins on the Mississippi Gulf Coast during Hurricane Katrina, winding through loss, rebuilding, tattoo artistry, scientific research, and ultimately a calling in occupational health and safety.Chanell opens up about evacuating with a newborn, rebuilding her life through Habitat for Humanity, becoming one of Oklahoma's first licensed female tattoo artists, and later transitioning into laboratory science and CGMP pharmaceutical work. Her journey takes a dramatic turn when she steps into her first safety role just three days before COVID‑19 is declared a global pandemic—placing her at the center of biomanufacturing efforts to support vaccine production.Through vulnerability, humor, and deep reflection, Chanell illustrates how a “helper's heart,” a systems-thinking mind, and the influence of strong mentors shaped her into the safety professional she is today. This episode is a testament to the winding paths that lead people into EHS—and the power of purpose discovered along the way.Chanell Alaniz's LinkedInChanell's Story on OptionBKatrina 10 Years Later: MississippiWomen in Safety Excellence (WISE)

In Part 2 of our conversation with L'Oréal, we step inside L'Oréal's Research and Innovation facility in New Jersey to explore how safety operates in an unexpected setting: a working salon. What appears to be a familiar environment quickly reveals a complex safety landscape where employees, consumers, and live product testing intersect. From ventilation systems to engineering controls to detailed emergency planning, Vice President of EHS Laynnea Myles explains how safety is built into the space through a collaborative EHS 360 program, which builds trust and minimizes risk. Listeners will also hear about Laynnea's journey into the profession and how mentorship, networking, and certification helped shape her career. She also shares invaluable advice for those new to the field, offering a fresh perspective on safety that goes far beyond the salon chair.

BCSP CEO Christy Uden visits global beauty leader, L'Oréal, for this two-part episode of Safety on Location. Going beyond beauty, Christy explores what it really takes to protect people in fast-paced, high-stakes environments, from laboratory risk assessments to PPE for cosmetic handling. Christy is joined by Laynnea Myles, Assistant Vice President of EHS at L'Oréal, to discuss the role of preparation and collaboration in building a strong safety foundation. Plus—what happens when a fire alarm goes off mid-hair dye study? Tune in now for Part 1, and stay tuned for Part 2, where Christy steps into L'Oréal's salons to understand safety protocols during product testing—and hear more about Laynnea's personal journey into EHS.

In this bonus episode of Rethinking EHS, Angelique Dixon talks with Ross Griffiths, Managing Director of Environment Analyst, to unpack the key forces shaping the global environmental consulting and EHS (Environmental, Health & Safety) sector. The conversation dives into evolving ESG trends, where the focus is moving from intent to measurable business value, as well as the rising demand for energy solutions, digital transformation, and the accelerating growth of EHS services. With insights across regions the episode highlights how environmental and EHS challenges are now core business priorities. -------------  Time Stamps  00:00 - Intro 00:40 - What is Environment Analyst?  02:45 - 54% Industry Growth – Why It Matters  03:35 - From Climate Momentum to Uncertainty  05:10 - ESG Isn't Dead – It's Evolving  06:20 - Energy Costs Are Reshaping Everything  07:15 - Why ROI Matters More Than Ever  10:05 - EHS Is the Fastest Growing Segment  19:45 - This Is a Business Problem, Not Political -------------  Sponsor  Rethinking EHS is brought to you by the Inogen Alliance. Inogen Alliance is a global network of 70+ companies providing environment, health, safety and sustainability services working together to provide one point of contact to guide multinational organizations to meet their global commitments locally. Visit http://www.inogenalliance.com/podcast to learn more.  -------------  Links  https://www.Inogenalliance.com/resources  https://www.Inogenalliance.com/podcast  Angie on LinkedIn: https://www.linkedin.com/in/angeliquedickson Ross on LinkedIn: https://www.linkedin.com/in/rgrgriffiths/  Produced by https://www.madcontent.co.nz

On episode 293 of EHS On Tap, Amanda Smith, Executive Vice President of Strategy at Cority, talks about a new report examining how EHS leaders are using AI. This episode is sponsored by Cority.

How is AI technology impacting the construction industry? Boris Kiprovski and Whitney Williams of Skanska join us to share how they’re using these tools to input regulations and gather safety data, as well as find ways to improve conditions for workers on their jobsites. They offer advice for employers and EHS professionals as to how to effectively implement these tools at their organizations to drive positive results.

Episode 1 of Rethinking EHS, Season 3 reflects on 25 years of the Inogen Alliance, highlighting how its success has been built on connecting global organisations with deep local expertise to tackle complex environmental, health, safety, and sustainability challenges.  The discussion underscores key lessons for organisations: prioritise local knowledge, embrace technology, and foster strong partnerships to deliver meaningful, scalable impact, ultimately demonstrating that sustainable progress depends on aligning global ambition with on-the-ground realities. -------------- 00:00 – Intro  00:03 – Opening & Series Introduction  01:13 – Setting the Scene: Topics & Guests  01:43 – The Origin Story: Why the Alliance Was Created  03:15 – Rising Complexity: Regulation & Local Expertise  05:43 – Why an Alliance Model (Not Expansion)?  07:21 – Evolution Over 25 Years  09:49 – Key Moments: When the Model Proved Itself  16:32 – The Present: Strategy, Purpose & Growth  22:09 – The Future: Risk, Uncertainty & Opportunity  31:52 – Advice & Closing Reflections  -------------  Sponsor  Rethinking EHS is brought to you by the Inogen Alliance. Inogen Alliance is a global network of 70+ companies providing environment, health, safety and sustainability services working together to provide one point of contact to guide multinational organizations to meet their global commitments locally. Visit http://www.inogenalliance.com/podcast to learn more. -------------  Links  https://www.Inogenalliance.com/resources https://www.Inogenalliance.com/podcast Angelique on LinkedIn: https://www.linkedin.com/in/angeliquedickson Alex on LinkedIn: https://www.linkedin.com/in/alex-ferguson-1a40b511 Keith on LinkedIn: https://www.linkedin.com/in/keith-knoke-27587a7 Produced by https://www.madcontent.co.nz

We are honored to have Dr. Ronni Kurtz as our guest speaker this morning! He is an Associate Professor of Systematic Theology at Midwestern Baptist Theological Seminary. And, even more importantly, an EHS grad! The doctrine of the Trinity can feel abstract—how is it that one God can be three persons? When Christians set out to consider the Trinity, it is easy to feel overwhelmed by how other God is. In this sermon, Ronni Kurtz seeks to show how not only is the Trinity true, but why God’s being three is beautiful. The aim of this sermon is to show how we are both satisfied and saved by the triune God.

Todd Hudson, president of Maverick Safety Training, shares how AI can help EHS professionals roleplay different conversations and improve their communication skills with those in their organization. He discusses how to effectively prompt AI tools to provide feedback that will be helpful in discussions with everyone from frontline workers to C-suite executives. 

Mark Katchen, managing principal of The Phylmar Group and co-author of “Ethical Decision-making in Occupational and Environmental Health and Safety: A Comparative Case Study Approach,” discusses common ethical dilemmas EHS professionals may encounter, and how to address them in a way that best supports worker safety and health. He also shares the importance of understand and following the safety profession’s code of conduct, and that of your organization so that you can serve as an example to others.

La sostenibilidad ha dejado de ser una cuestión de imagen o cumplimiento normativo para convertirse en un diferencial competitivo fundamental.Según datos de PwC, el 61 % de los inversores busca aumentar su presencia en empresas que usan datos de sostenibilidad para mejorar su eficiencia, y los consumidores ya están dispuestos a pagar hasta un 9% más por productos sostenibles.En este episodio, conversamos con Biviana Capera, gerente de Sostenibilidad y EHS de Vitalis, sobre cómo pasar de una sostenibilidad periférica a una integrada al "core" del negocio y que permite sostener a una organización en el tiempo.Descubre las claves para conectar la sostenibilidad con la estrategia de tu empresa:¿Dónde debe vivir la sostenibilidad? El error de tratarla como un área aislada y la importancia de acercarla a los equipos que toman las decisiones.Análisis de doble materialidad: identificar no solo cómo impacta la empresa al entorno, sino cómo los riesgos ambientales y sociales afectan la continuidad y rentabilidad del negocioEjecución extramuros: el poder de mirar hacia afuera para crear valor compartido a través de la economía circular y el fortalecimiento de proveedores locales.Medir el impacto, no solo la ejecución: la diferencia entre cumplir una tarea y generar un cambio real. Aprende a usar indicadores de resultado y de valor para el negocio.Si quieres entender cómo se desbloquea el ROI real de la sostenibilidad y cómo se construye una empresa sostenible en el tiempo y que cuida a los stakeholders mientras genera diferencial, este episodio es para ti.Profundiza más en temas de sostenibilidad con estos contenidos recomendados de Capital Inteligente:Greenwashing en Colombia: ¿qué es, cuáles son sus riesgos y cómo evitarlo?De la medición a la acción: ¿Cómo desarrollar una estrategia empresarial para combatir el cambio climático?¿Cómo la innovación impulsa los modelos de negocio sostenibles?Economía circular, el nuevo paradigma para los negociosClaves para ser una empresa sostenible según Karan JerathMaterialidad y doble materialidad: ¿por qué es importante este análisis de riesgos en una empresa?

Today's show features: - Kelly Van Blommestein, Dealer Principal / Managing Director at Werribee and Western Auto Group - Adam Crowell, Chief Legal & Strategy Officer at KPA

 - Barrett (Charapp) Beaty, Partner at Charapp & Weiss, LLP This episode is brought to you by: Overfuel – Dealers: You're torching $30 of every $100 in marketing spend when your site flunks Google's basic performance test. Why keep using outdated website technology that's killing your profits? Overfuel is the new technical standard in automotive websites, proven to grow sales by 30%+. Whether you need more revenue or better support, they've got you covered. Go to https://overfuel.com/ and use code CDG500 in the comment box for $500 OFF. KPA — the compliance platform built specifically for auto dealers, covering everything from EHS and HR to F&I and cybersecurity. Over 15,000 dealerships trust KPA to handle the regulatory complexity so they can focus on running their business — visit https://kpa.io/ to request a demo. Check out Car Dealership Guy's stuff: CDG Circles ➤ ⁠https://cdgcircles.com/⁠ CDG News ➤ ⁠https://news.dealershipguy.com/⁠ CDG Jobs ➤ ⁠https://jobs.dealershipguy.com/⁠ CDG Recruiting ➤ ⁠https://www.cdgrecruiting.com/⁠ My Socials: X ➤ ⁠https://www.twitter.com/GuyDealership⁠ Instagram ➤ ⁠https://www.instagram.com/cardealershipguy/⁠ TikTok ➤ ⁠https://www.tiktok.com/@guydealership⁠ LinkedIn ➤⁠ https://www.linkedin.com/company/cardealershipguy/⁠ Threads ➤ ⁠https://www.threads.net/@cardealershipguy⁠ Facebook ➤⁠ https://www.facebook.com/profile.php?id=100077402857683⁠

ASSP President Linda Tapp and Wyatt Bradbury, principal of Health and Safety at Avetta, share how our Standards-Based User Groups (SBUGs) will help EHS professionals put consensus standards into action and improve safety. They discuss how the SBUGs will bring together industry stakeholders to share knowledge, develop best practices and offer insights into how to implement voluntary consensus standards in real-world environments. The SBUGs will initially focus on reducing the risks of falls from height, protecting workers from hazardous energy and using artificial intelligence (AI) to anticipate and reduce risks.

In this follow-up to our last episode on AI in the tech industry, Host Angie Dickson, President of the Inogen Alliance and EVP of Antea Group USA, sits down with Karl Huntzicker, Global VP of Health and Safety at Salesforce, to look ahead at the future of AI in EHS. Karl shares how the move from bots to agents marks the beginning of what he calls the “agentic era,” where digital tools are not just answering questions but taking action, conducting investigations, and helping EHS professionals focus where it matters most. The discussion highlights opportunities for augmentation, the evolving idea of a digital workforce, and the hope that AI will finally allow EHS leaders to achieve long-standing goals. --------- Guest Quote: “I really want to look back in five years and say we built agents that made sense, that helped our employees, that provided care to our employees, and that moved the health and safety program forward.” – Karl --------- Time Stamps 00:32 Bots vs. Agents – What's the Difference? 04:00 From Incident Investigations to the Agentic Era 07:13 Augmenting EHS Teams Without Losing Focus on People 10:22 The Digital Workforce: Opportunities and Challenges 13:00 Becoming “Bionic” – Augmentation and Superpowers 14:13 Hopes for the Next Five Years in EHS --------- Sponsor copy Rethinking EHS is brought to you by the Inogen Alliance. Inogen Alliance is a global network of 70+ companies providing environment, health, safety and sustainability services working together to provide one point of contact to guide multinational organizations to meet their global commitments locally. Visit http://www.inogenalliance.com/ to learn more.  --------- Links  Inogenalliance.com/resources Inogenalliance.com/podcast  Angie on LinkedIn: https://www.linkedin.com/in/angeliquedickson/  Karl on LinkedIn: https://www.linkedin.com/in/karlhuntzicker/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Priscilla's ancient mother Josie passes away well into her 90s, Roxy props the body up in the kitchen until EHS arrives. Martina discovers a scrunchie in her car that Geoffri's been driving to work in and Tracy's cousin's boyfriend had to have a piece of his tongue removed. VIDEO VERSION: TPB+ for MERCH, TOUR DATES, and MORE, visit www.tracyandmartina.com

Send me a messageIf your safety metrics are improving, are your people actually safer? Or are you just getting better at measuring the wrong things?In this episode of the Resilient Supply Chain Podcast, I'm joined by John Dony, CEO and co-founder of the What Works Institute, and Mike Swain, Technical Enablement Manager at Evotix, to unpack a stubborn problem hiding in plain sight: why serious injuries and fatalities remain frustratingly hard to reduce, even as traditional safety metrics appear to improve. In a world of tighter regulation, more fragile operating models, and rising scrutiny across global supply chains, this is a resilience issue, a risk issue, and very much a leadership issue.We dig into why lagging indicators can create a false sense of control, and why better reporting can actually be a sign that the truth is finally surfacing. You'll hear how Mike saw incident reporting jump by 800% after better systems were introduced, and why that was good news, not bad. We also break down why the classic safety triangle often fails to predict serious harm, especially in complex supply chains shaped by contractors, seasonal labour, handoffs, and fragmented accountability.We also explore where AI, data, visibility, and governance genuinely add value, and where hype still outruns reality. You might be surprised to learn that one of the sharpest lines in the episode is John's view that if organisations want AI to work, they need a time machine to go back and get their data right first.

Technology is transforming how we live and work, and artificial intelligence is reshaping Environment, Health and Safety (EHS) in profound ways. In this episode, host Angie Dickson, President of the Inogen Alliance and EVP of Antea Group USA, is joined by Charlotte Buffoni, EHS Practice Director at Antea Group UK, Julie Kreger King, Senior Consultant and Technology Segment Leader at Antea Group USA, and Karl Huntzicker, Global VP of Health and Safety at Salesforce. Together they discuss how AI is being integrated into EHS practices, the challenges of trust and accuracy, the impact on the workforce, and the evolving role of EHS professionals in this new era. --------- Guest Quotes “AI is not the end all, be all… it needs to be guided, trained, and managed by humans consistently in order for it to be effective and accurate.” – Karl “Using AI can allow EHS teams to move away from repetitive tasks… freeing them up to focus more on strategic initiatives and stakeholder engagement.” – Charlotte “It's an iterative process. The more time you spend engaging with AI, the more comfortable and effective you become. Every EHS professional needs to start that journey now.” – Julie --------- Time Stamps 01:02 Introducing Guests and Setting the Stage 02:54 How EHS Teams Are Using AI Today 06:09 Practical Applications and Early Wins in Tech 09:40 Regulatory Research and Policy Challenges 15:23 Impacts of AI on the Workforce 20:26 New Skills and Mindsets for EHS Professionals 26:28 Benefits, Risks, and Emerging Industry Practices 30:26 Looking Ahead: The Future of AI in EHS --------- Sponsor copy Rethinking EHS is brought to you by the Inogen Alliance. Inogen Alliance is a global network of 70+ companies providing environment, health, safety and sustainability services working together to provide one point of contact to guide multinational organizations to meet their global commitments locally. Visit http://www.inogenalliance.com/ to learn more.  --------- Links  Inogenalliance.com/resources Inogenalliance.com/podcast  Angie on LinkedIn: https://www.linkedin.com/in/angeliquedickson/  Charlotte on LinkedIn: https://www.linkedin.com/in/charlotte-buffoni-a42b9629/  Julie on LinkedIn: https://www.linkedin.com/in/julie-kreger-king/  Karl on LinkedIn: https://www.linkedin.com/in/karlhuntzicker/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

On episode 285 of EHS On Tap, Joe Keenan, senior EHS/risk management professional, talks about how to measure and assess your organization's safety culture.

Ty Farmer, senior director of Corporate Safety at Dycom Industries, Inc. could have let being placed on a performance improvement plan (PIP) early in his career derail him completely. Instead, he turned a difficult moment into a powerful learning experience and an opportunity for growth. Ty's military background led him to his first role at General Electric (GE), where he was quickly thrown into the fire as a regional EHS manager for the United States, Mexico, and Canada. Rather than shutting down in the face of early challenges, Ty leaned into his experiences, using them as opportunities to reflect and grow. After more than a decade at GE, he moved on to a new role where he built an organization's safety program completely from the ground up. In this episode of My Big Safety Challenge, Ty shares why building genuine connections across an organization—from the brand-new employee to the c-suite executive—is essential to creating a strong safety culture. He also discusses the importance of a glass-half-full mindset, offers practical insight on gaining leadership buy-in, and explains why it's a strength, not a weakness, to ask for help.

Dr. Elif Erkal, associate director of research and strategy at the Construction Safety Research Alliance, shares why metrics like total recordable incident rate (TRIR) don't tell the whole story and offers alternatives for more proactive safety management. She discusses how tools like high energy control assessments can help EHS professional identify high-energy hazards and the importance of a balanced scorecard to ensuring the effectiveness of controls. Additional Resources The Statistical Invalidity of TRIR as a Measure of Safety Performance Moving Beyond TRIR – Measuring & Monitoring Safety Performance with High-Energy Control Assessments Construction Safety Research Alliance – Safety in the Boardroom Edison Electric Institute – The Power to Prevent Serious Injuries & Fatalities Impact of Energy-Based Safety Training on Quality of Prejob Safety Meetings and Control of Hazardous Energy in Construction

In this episode, Rob speaks with Ren Lu You, CEO of Frontline Data Solutions, about the importance of effective EHS software in managing safety processes. They discuss Ren's journey to Frontline, Frontline's suite of tools, and how organizations can benefit from integrated safety management systems. Tune in to learn more all about how Frontline works, and if it could be an option for your plant!

Do you have questions about AI and the role it's playing in EHS? Is it a trustworthy source, and how would you know if it is? What are the benefits and implications? Jill sits down with three of HSI's top executives who are leading the charge in AI technology development for EHS software. Join Jose Arcilla, Chief Executive Officer, John Hambelton, Chief Technology Officer, and Mike Case, Vice President of Product, as they break down what's working with AI, precautions you need to know, and how they're creating tools that grow with the people who rely on them. You'll hear how they're designing tech that learns from real work, minimizes risk, and supports better choices, all while keeping humans firmly in control. From guardrails around ethics and human oversight, and questions to ask before selecting AI-powered solutions, this episode pulls back the curtain on AI development, what's coming next, and why it matters for EHS professionals.

Send me a messageAI won't fix broken decisions. Capital markets are driving sustainability. And climate risk is already a safety issue.So why are EHS and sustainability still treated as separate systems?In this episode of the Resilient Supply Chain Podcast, I'm joined by Catryna Jackson, Global Environmental Health and Safety and Sustainability Advisor at Evotix, and Monique Parker, Chief Sustainability Officer at Elevra Lithium. Between them, they bring decades of frontline experience across EHS, sustainability, data, and operations. This matters now because climate disruption, regulatory pressure, and supply chain shocks are collapsing the gap between “operational risk” and “sustainability risk” whether companies are ready or not.In our conversation, you'll hear how sustainability momentum in the US has been driven less by regulation and more by investors and insurers. We break down why climate impacts like heat stress, flooding, and wildfires are no longer future scenarios but immediate safety and continuity risks. And you might be surprised to learn why throwing AI at messy ESG data only makes bad decisions faster.We also get practical. We talk about why EHS teams sit on a goldmine of data, how integrating safety and sustainability changes risk visibility at board level, and where most organisations go wrong when they try to “just start reporting”. From CSRD data overload to supply chain engagement failures, this episode cuts through the noise and focuses on decision architecture, not hype.