Safe Practices Unveiled: A Journey Through EHS Excellence and Innovative Solutions | Ep 1
Episode Transcript
Hilary Framke:
Welcome to the Elevate EHS podcast. I’m your host, Hilary Framke. I’m going to let you take a moment to introduce yourself, talk a little bit about your career, and we are going to dig into this podcast and answer and ask some very interesting EHS questions.
David O’Brien:
Thank you Hilary. Yeah, my name is David O’Brien. I’ve got about 32 years in the industry and I’ve worked as the EHS Senior Leader for the America. So that’s what my role is currently. How I got started in EHS is really unique. I didn’t start off my career as EHS. I actually was a Jet Engine Mechanic in the Military.
Due to a event that occurred, it changed my direction in life, right? So there was a tragic accident that occurred and I started getting more involved in safety due to that accident. Started off small, like most Military things do, right? The collateral duties and that expanded in the Military until I became basically a Safety Department Leader for over 2300 sailors and Marines on a ship.
That kind of evolved my career and once I retired from the Military, started working in general industry for a large company. You need just safety related items, machine guarding, lockout, tagout, contractor safety, fall protection but that quickly expanded into the environmental programs as well.
How that works? Hazardous waste things like that? And then continue to grow, right? So the company saw the uniqueness in that and took over a role was that EHS Leader for a site and then worked more on a corporate level role where there’s multiple sites. That’s where I’m at today.
Hard to believe that 32 years quickly in a nutshell. But it’s amazing how quickly it goes by. I think when you enjoy what you do, it doesn’t seem like work and I’ll tell you that I really enjoy what I do and working with people and finding unique ways to ensure that people are safe.
Hilary Framke:
Oh, fantastic. Thank you for all of your years of diligent work in EHS. It’s not an easy career. And certainly I like to say it’s a marathon with a disappearing finish line, right? You’re just constantly, even when you achieve one milestone, you’re onto the next one, you’re onto the next one to be better and better, right?
So that we can save as many lives as possible and protect this planet of ours. So let’s get into some of these questions, right?
I want to hear your opinions about who should be doing these observations, the audits of the lockout tagout procedures what role should be doing those and then what are your opinions on individual observations versus group observations right which we know OSHA approves.
David O’Brien:
Yeah. So typically what we would do it and I’ve done this in a previous company since we had observations done by our maintenance technicians. So that was one thing and then our supervisor.
So it was almost a 3 tiered process that we would use. So maintenance technicians to maintenance technicians, then we would require our supervisors to do the same thing, right? They would have to be trained in lockout tagout. So then they were, and then, of course, it would level up to myself. So I would typically do 1-2 a month on that observation.
They would do 4 at supervisory level and then at the maintenance technicians level, and they work from 8 to 10 observations as that process is going on. So you would do what we would be is cross functional and we have different departments, right? So you would go to another department to do that observation, right?
You follow a procedure and complete that observation. That was one of the ways we did it. Plus, like you said, it was the learning. Evolution too, right? So when you watch somebody else do something, you’re always learning, hey, what did I do different? What could I do differently to improve my own self? So that was one of the processes that we used in a different company that I was at.
I would say that in today’s world technology, right? everything’s on your cell phone today, I will tell you that technology has made things so great, right? You can go out on your phone and you can literally do an observation right on your phone in real-time and it gets uploaded to a system. So it’s a perfect setting today.
So you can see things as they’re occurring instead of waiting for a paper copy to come to you to evaluate or getting lost in the filing cabinet, which I’ve seen so many times before. Where, you may get a hundred observations, but only three of them get looked at. So from an electronic standpoint, you can see that in real time, which is a wonderful thing.
Hilary Framke:
Oh, exactly and to the automation of the escalation to be able to resolve actions and things like that, to me, is one of the biggest optimizations that technology gives us because, we do, we go out, right? We do this great audit. We get all this information. Let’s say it’s the lockout tagout of it, right?
And we’re running through and we’re checking all the pieces and we find out. We’re missing a specific energy isolating device that we need to have for this piece of equipment. It wasn’t here. That means people aren’t using it. So I need to procure 1 right specifically for this piece of equipment or this area.
I also found out there’s a mistake here, right? We’re missing. We got the breaker name wrong. That’s something that’s going to potentially get people to make an error during the lockout tagout process. So to be able to real-time say, I did this audit right of this procedure. Here are the two actions that I’ve determined.
I’m assigning those to people in the system, right? And then it’s automatically send those notifications to those people to say, Hey, an action’s been assigned to you. You need to do this. It’s critical. It’s related to lockout tagout. It needs to be done in the next, 48 hours before any more lockout tagouts are done on this equipment or whatever it may be, right?
Okay. How awesome is that? You don’t have to run around and remember and go talk to people and deal with all that inefficiency.
David O’Brien:
Yeah, and just the fact, like I said today, the connection with our iPhones or even iPad for things, right? Where you’re not sitting in an office trying to do this at your desk in real time.
You can do this right out on the floor, right? So it’s so much talk about real time and technology today, how far it’s gotten us. Because I think of 32 years ago when I started, everything was done on a document piece of paper or it was done through a different system. Where today, like I said, things are instantaneous.
We’re just doing this so quickly and if that system’s set up send emails or notifications to the right people, I’m aware as the EHS lead, hey, there’s an issue here, and I can go get that issue corrected, or I can direct the right people to get that issue corrected. Like I said, technology is a wonderful advancement.
Hilary Framke:
Amazing. Amazing. Thank you for sharing that. What are your thoughts before we leave lockout tagout? Cause I think two areas that I want to hit, but I see as still considerable gaps in programs as in our practitioner careers, the first one being, how do you keep up with machine improvements, right?
And the interlocks, which category the interlocks are, how they work? Is it really dropping it out to zero energy? Or is it just putting it in pause mode, right? And is that compliant or not? How do you keep up with the machine optimization side of things for lockout tagout? And then the second thing, let’s talk a little bit about training, because we know that’s always a significant undertaking.
David O’Brien:
Yeah, I would say in general industry, it’s difficult because, of course, if you look at a really large plant that has 8000 pieces of machinery, which is the first plant that I worked in, cost is always a driver for that. We talk about looking for optimization. When you get to that point, how do you identify where your highest risk machinery are?
Where do I need to spend my capital to make those improvements, right? In the old days, we did everything on a paper copy. I I was fortunate enough to work with somebody who was really good at creating computerized systems and we’ve developed a process to identify where highest risk equipment was, and then we could force the entity to say, hey, this is what we need to focus on.
But, I’ll go back to what I talked about earlier MOC, Management Of Change. I think it’s really important to ingrain that in the business to understand, hey, when we make changes. I don’t want to be blind to the change that’s going on. I want to be involved in what’s going on. So if you’re going to go buy a piece of new machinery, does it meet the new requirements for that guarding requirements?
Is it going to fail safe if it fails? Or are there going to be energy sources turned on? Making sure that the entity that you’re working for is involved in that process, promoting it, making sure the checklist are good and then the follow through, because I, what I’ve seen is, something that worked was really good at the upfront part of MOC, but they weren’t very good at the end part of MOC.
Know that the startup safety reviews that we were required to do to make sure, hey, everything that we’ve talked about upfront hey, is it working? We expected it to. From a lot of the standpoint, hey, when you bring in that new piece of machinery, does it do that? Do you have a process to where if you open the door, everything’s going to shut off and you’re not expose it to a certain risk.
But as that process continually goes through that elevation portion of it, you want to make sure that, hey, I’ve identified my highest risk and I’m focusing on getting those high risk items corrected or fixed or replaced utilizing the MOC process so we don’t go out and purchase something that’s not going to do what we wanted to do or have those safeguards in place that we need to meet the new requirement.
I think that’s one of the things that I’m pushing at my current role where it’s hey, we need to make sure that we’re getting out in front of this, not trying to fix it after it’s already in the door.
Hilary Framke:
Yeah, and I would even go further to say it’s like a 3 step process with a post startup analysis right after 1 to 2 weeks of activity is also impactful because guess what we never assume machinery is going to do Jam, right? We don’t plan for these failures, right? When we’re purchasing and procuring new equipment and saying, this is how it’s going to run and it’s going to run 90% OEE and it’s going to do this and it’s going to do that, right? No, it’s not going to guarantee, especially as we get started.
So how are we dealing with Jam? So having a post startup evaluation and MOC of how are we dealing with the Jams? Is it a safe way? Are we using lockout tagout? Are we using a tool? Are we just putting our hands in and fixing the Jam? How is lockout tagout interacting with some of these machine issues that we often see with automation?
David O’Brien:
Right yeah, developing good APMs, right? So how do I work with machinery in that thing? I’ve seen it before where somebody will use a bypass key and an interlock system and say, okay, so, where are your instructions to say, how do I not expose myself to the point of operation while I’m setting up this piece of equipment?
Is there a key to turn it in from a run mode where it runs at a constant other thing? Yeah, definitely work instructions, making sure employees understand that. One of my current challenges for sure.
Hilary Framke:
Documented APMs. I want to talk about this. I’m so glad we brought this up. So for those, our listeners who don’t know, right?
OSHA does have an exception in the lockout tagout regulation, which says, Hey, you don’t have to do lockout tagout if it meets certain criteria. And so actually developing what’s called an APM, an Alternative Protective Measure, right? That’s what that stands for. is something I always dreamed a business would do, would actually document by machine and say, this is our Alternative Protective Measure under these circumstances, we will allow you to bypass lockout tagout if you have these protective measures in place as prescribed here. Now, David, have you ever got to a point in your business where you have documented APMs by machine? Just curious.
David O’Brien:
Like I said, it’s one of my current challenges right now. We’re, this is something that’s been identified, right? That we’re missing or we’re lacking. But I will tell you in the first industry that I worked in after retirement, that was something that they’ve developed actually right into the lockout tagout procedures.
Literally it had steps listed in there on what you could do to ensure that was, like I said very large business and had the resources to do that. Of course, not everybody does, but what are my users doing where they’re bypassing the, process of lockout, tagout?
And how do you identify that? You’re never going to identify it unless you get out there and see what they’re doing. It could be initial adjustments, clearing Jams, like you said earlier. Yep. Yep. Or quite often. How do you do that? How do you do that safely?
Hilary Framke:
Yep. Even doing that, I think it’s better to just, the first step is to get over the ignorance, like you said, so even just doing a survey of when do we put our hands inside this machine and we don’t have it locked out? Just tell me those circumstances, right? Just talk me through that. Not saying it’s wrong. Just want to seek to understand, right? And then working through that kind of ladder of activities to figure out which ones are complying, non complying, where we might be able to use a tool instead of hands, et cetera.
That’s that proactive risk management and lockout tagout So hard to get to that point. I feel for you in this journey I’ve had the same in my experience and career. Good luck on your pathway pursuing that lockout tagout excellence. Even just having this conversation is a step in the right direction.
David O’Brien:
Yeah it’s always growing. Yeah. Always surprised to learn new things. For sure.
Hilary Framke:
Yep, it’s never going to end, right? Because machinery is going to continue to evolve, as we all know. We’ve got to evolve with it, or get left behind, right? Absolutely.
We’ve talked a little bit about management of change, but why don’t you structure for me, what would be your best in class management of change process?
How is it structured? Who participates? How is it deployed?
David O’Brien:
So management of change, right? A lot of people hear the word, and I will tell you from a quality standpoint, I think they also have change management. So it gets confusing sometimes when you think about that. What I’ve done in the past is we’ve created a two part form, so I talked about the MOC, which is the on front process where you’re identifying, hey, what’s the change, right?
What programs are going to be implemented are affected by this? Would it be ergonomics? Is it going to be electrical? Is it going to be machine guarding? Is it going to be lockout? So basically a checklist that helps you get through that process.
Hilary Framke:
Like a scoping.
David O’Brien:
Yeah, so you’re not missing anything because it’s easily overlooked, right?
Hey, what are we changing today? What did I miss? So having that form that does that process, but I will tell you that you should have members from each area that this change is occurring and from leadership all the way down to the person who’s using it involved in that process, because you may not see things.
All the things and I’ll tell you from a facility standpoint, because I ran the facilities being electrical, what pneumatics need to be dropped into the area, what things need to be done, creating all that process up front. You can identify the things that you need to do and I thought I liked your point on.
Hey, once you start that process, hey, they’re working like we expected it to work. Making sure you’re doing that follow through check, but we have a secondary part we call PSSR, which is okay, we identified all these risks up front. We’ve implemented training. Properly, we’re doing this in a ventilated area.
Hey, are we created the lockout diagram for all those things that you’ve done up front. But what did we miss in the PSSR, right? Hey, we didn’t think about the waste that this machine’s going to produce, right? We didn’t think about those things. So that follow through process, and then making sure you’re going back to leadership.
One of the things that we did is we set up a weekly meeting, whether we did the MOC or not, just because it became a part of the routine. Everybody on site understood, hey, every Tuesday. We’re going to do a management of change review. So any changes that, engineering wants to propose or whatever, this was the process to do it.
It became a part of the routine, a part of the standard, every week. So everybody was aware of it. I think that was one of the gaps because I will tell you engineering is synonymous with making changes without letting EHS know. Hey, we’re buying this new machine. We’re going to create this new process.
We’re going to do that. So making sure that they’re aware up front. Hey, we have this every week and you’re going to do that. Because, I was basically the gatekeeper to say, nothing’s coming in the door unless I’m aware of it right through that process, setting that establishment up front, because I think you’ll find that, like I said, engineers hey, I need this new chemical.
What’s a carcinogen? They have no idea what you’re talking about when you think of that. Creating that process and then making sure that leadership is visible to it. Each month, we would have a list of the things that we were changing and where we were progressing on those lists. We would set a target that, hey, it’s going to take six months to implement this change. Hey, it’s going to take two years to implement this change. Step by step, hey, where are we progressing in that? Is it change? Is the cost change? Because of course, cost is always a big driver when you think of that, hey, we’re buying a new machine and we’re spending half a million dollars.
We want to make sure we get it right. Once you get the machine in the door, I can’t turn it back. That’s not right.
Hilary Framke:
So true. So tell me a little bit, you had brought up tech before, right? And optimizing workflows, actions, document management. Talk to me a little bit more about what you incorporated, what you brought to your businesses over for the years to optimize this workflow execution with tech to enhance visibility of EHS.
Have you done it for management of change yet? Have you found a good tech solution?
David O’Brien:
We tried it. We tried management of change through a technology system, but we had the same system we were using to track our incident records and stuff. I think what we were finding was we weren’t getting as much buy in from, those groups, maybe it’s just we didn’t make it user friendly enough, which is where I think it’s being right.
You got to make things user friendly. We did most of our stuff on paperwork, but I have actually seen it to where it’s done. In a computerized setting, not on the platform that I’m in currently on a different platform. I said, hey, this is really good because what it would do is each area would have a process.
They would do once they checked off on that process. It would move that to the next group. If you had engineering, or you had materials, or you had, your site leadership, it would progress that process through. Hey, here’s the change that we’re trying to implement. These are the things that we identified as things that need to be done up front of that change.
Hey, are you approving of it? And they would have to be approved by that next level. So I’ve seen that. And it was actually, I don’t know what the program was, it was done on an iPad and he said, yeah, this is a really good form. It looks just like the paper form, right? The same process. You’re just hitting the boxes and you’re checking it and down at the bottom is where that approval process went through. We go to the, hey, engineering team, hey, EHS, hey, facilities, right? So we have to buy off on it. I think if you had the right program, it’d be perfect. Right now, I will tell you that we’ve done it on paper for a while.
Hilary Framke:
Yeah, I feel like it’s one of those that just hasn’t come around right in technology solutions in the way that I expected it to, right?
It hasn’t become like a core part of offerings, all tech companies listening in. This would be awesome to take and to manage right because it’s one of the biggest risk gaps I always see in my businesses and it’s shocking to me when a company is ISO certified, right? In 45001, 14001, which has a specific call out for management of change programs, and we’re still not where we need to be, right? With our EHS management system.
David O’Brien:
I think if you can make things user friendly, people don’t and technology today is truly a benefit because if you can do things on your cell phone, anybody can do it because in today, everybody uses cell phone. So it’s got that process. If you can figure out how to develop it, where it runs through that process.
I think, it’s going to replace the paper copy thing. Because the means of tracking it are going to be much better than when we track it on an Excel spreadsheet, because somebody’s got to stay on top of that. Because, where all that information is that an electronic database, it’s going to be, that’s the best way to do that.
Hilary Framke:
Exactly. But you know what I really like about what you said, and this is a key kind of thing that I’ve been thinking a lot about in this role that I’m in with Safety Stratus. Tech, right? Tech is great, and tech can do a lot for you, right? It can really advance you, it can create optimizations.
But the point that you brought up about the regular weekly meeting, right? I would call that process and then people participating in that process showing up, contributing their knowledge, right? Asking the right questions, making sure we’ve got everything considered. That’s the people side of things, right?
So tech is only as good as the process that you use to drive it, right? And the people that contribute to it and this has been such like an eye opening concept for me. We’ve all heard people process technology. That’s a really old methodology, right from years ago. I can’t remember at the time.
Sorry for whoever came up with that I’m not giving their authoring rights to. This is an old concept, right? But I’m seeing it so much now with the evolution of technology. Don’t you agree? You’ve got to have a really strong process and people behind tech in order to get the true return on investment.
David O’Brien:
Yeah, absolutely. Like I said, I became a gatekeeper because I didn’t like the way the process was working in the past. They had bought on chemicals that were like, hey, I would have never bought this chemical on because the exposure it puts to our employees. So creating that process up front, and when you talk about the meeting, I said, okay, I’m becoming a gatekeeper.
I hate to say it that way. I know it sounds, hey, you got to throw this player off. But after a short period of time, people understood it. So they would just ask up front. Hey I want to do this. What should I do next? So having a good process in place is going to be successful.
Then creating the tools where you talk about technology, how do you make this easier? How do we track it? How do we ensure that we’re doing everything correctly? Having that process up front, right? And explaining that process so that people understand it and it’s good development, but that’s with anything, not just with anything, right?
Having a good process in place to be successful, right? To get people to buy into that process we go all the way back to our beginning of our conversation, making sure that you’re talking to people and they understand what it is that you’re trying to create. I always take that approach. Hey, what’s my role?
What’s my job? And this is what I explained to them, I’m here to make sure employees are safe, but we’re meeting our compliance obligations. How do we do that as a group better? And achieve our goals from a production stance.
Hilary Framke:
The other thing, a tip and trick that I used, right? I think so often when we have, we find a gap, right?
And we want to make a new process. Our 1st inclination is to say, okay, we’re making a new process. It’s going to be this hour meeting. It’s going to be every Wednesday. Everyone should come in person. It’s going to be here and then people don’t show right people miss it. They don’t want to come.
They don’t understand and my feedback to the EHS personnel is why did you make something new? That’s too difficult, right? For people to go, incorporate into their regular schedule. It seems like too much. Shorten it up. It only needs to be 15 minutes, right? Keep it nice and short and sweet and add it, tack it on to an activity where people are already expected to be there in person and gather like tier meetings.
The managers are already all expected to be in person to come and to do a tier meeting, tack on the MOC meeting 15 minutes after that, and we’ll hold people over or even five minutes, just to have the conversation and I guarantee you’ll see participation skyrocket. Our meetings were quite short, but we, what we would do from time to time is if we knew hey, we only had one management change we were looking at.
One of our last questions here and my favorite topic engagement. So how would you suggest EHS professionals balance these responsibilities right that they have and get out and engage employees to foster a culture of safety and collaboration.
David O’Brien:
I can go back to what I said to begin with, we’re hired as EHS professionals to ensure our employees are safe, right?
We don’t want injuries to occur and to keep the business safe from compliance issues, right? You don’t want to get fined and things like that. So that’s always our first objective and our number 1 goal, right? And I found the explaining that to my employees, right? When I talked to them, Hey, this is what I’m here for.
This is what my role is in the field. But always coming in with the approach of never telling someone when you see something, they’re doing something wrong. Ask them why they’re doing it. Getting to know your employees understanding their perspective on things. Like I said, I go back to being a Jet Engine Mechanic, so I understand what it is to go out there and work and hey, I’ve got to get, my boss telling me. Hey, I’ve got to have all this stuff done and fixed within this time frame, which is an impossibility, but you’ve got to figure out how you’re going to do that. When you approach your employees understanding that they’re under certain pressures, right?
And you’re there to try to keep them safe, right? And do those things. And then asking them hey, this is an issue, this is something that I’ve noticed. How do you say we resolve that issue? This is the objective I’m trying to get to. You’re, like you said, putting your hand in the machine to do this and, that’s exposing you to a risk or an injury and I’ve actually been a part of some serious injury, reviews where we’ve had identified, why this person lost a hand, right? And in a situation. Why were you doing that? Where you’ve got that question. What do we, what can we build?
Ensure that you don’t do that. When we talk about APMs or how do we either enterprise a tool into the process? So you’re not sticking your hand in the machine to do that, but understanding their perspective, working with them to come up with the resolution will always benefit you.
We talk about safety culture, right? Typically, safety culture doesn’t change overnight, right? I will tell you, if you can gain the trust of your employees by listening to them, and I found this, they will buy into what you’re selling. We’re going to come up with a solution, so you can meet your objectives, and I can meet my objective, and we’re going to work together, people will buy into it every day.
Especially if you can convince them, hey, this is our idea, not my idea, right? Once they see that, they’re on board with it. And when you talk about safety culture, one of the sites that I worked at here in Georgia, when I first moved here to Georgia, was that way, right? So they were an acquisition from another company, had a very different culture from the company that I was in.
We were trying to integrate that culture and we got to that point after about 2 to 3 years due to the fact that I listened, right? I listened to what they had to say, and we worked together on projects to meet the objectives that I had. Keeping you safe, making sure that regulatory compliance is in place.
Once I did that, it ran itself. When new employees came in, the culture was there. It’s not like I had to do the work. The people they work for already have the culture and then you go, Hey, you’ve got to follow these rules. This is why we’re doing that and it worked out, right? So it doesn’t happen overnight.
They have to trust you and see that you’re really out there to help them and then they’ll buy into it and like I said, the culture kind of runs itself.
Hilary Framke:
EHS is a trust building exercise. Again, another coin term from Hilary. I would say to my teams, it is primarily that. If you don’t have your integrity, if employees don’t feel that you’re looking out for them and you care about them as a human being first, before you’re expecting them to make a product at a certain quality, at a certain timeline, at a certain cost, good luck! With all the other goals and objectives that you want to achieve at your business. If they don’t feel that you care about them and you’re not putting them at risk every day, you can’t get any place, right? It’s at the bottom of that Maslow’s hierarchy of needs for a reason, right?
You have to feel safe as a human being in order to proceed with all the other things that human beings can achieve together, right? That concept I feel is just so often overlooked by businesses.
David O’Brien:
Yeah, it shouldn’t just always be about, hey, this is what we do at work, but hey, I know about your family, you know about my family, we’ve created a bond together.
We know that we’re looking out for each other, not just because, hey, it’s my job, but because we’re attached personally, right? People, like I said, once people feel that way, they’ll do anything for you. You come in, they don’t feel like, hey, I’m being scolded. Because if you’re the EHS professional that’s always coming in saying, hey, you’re doing something wrong, you’re doing something wrong, people will just turn off, maybe, they’re going to run when you walk in the door and that’s not what people do.
Hilary Framke:
Yeah, to me, always what my biggest fear was and walking around and doing audits was that you’d make eye contact with someone and they would immediately go and grab and put their PPE on. There’s that culture of I’m only doing it because the EHS person is here and they’re doing a walkthrough and I don’t want to get yelled at or get in trouble or anything. That’s me, it’s so indicative of your culture. This should never be the case. It should be the same operations, whether the CEO is here, or the EHS director is here, or whoever’s walking through, right? This is just the way that we do business. This is how we treat our people with high integrity and high morality, compliance assurance is something that is built-in, right?
And then we’re working towards risk mitigation and risk reduction, right? Because it’s the right thing as a business.
David O’Brien:
Yeah, like I said, if you build the culture in and the cultures there, and I’ve seen this happen before where we’ve had outside entities come into a plant, right? And they go into an area where they should be wearing safety glasses and they’re not.
Even the employees say, hey, you gotta wear safety glasses. So that talk about that behavior, right? Creating that culture. Like I said, once you’ve created that culture, it’ll just work, especially if they feel confident. Hey, this is my responsibility. I need to say this person instead of, oh, this is an executive we’ve got a tire on in the suit. I’m not going to say anything, but I don’t want to step on anybody’s toes, but feeling confident in saying that you talk about building culture and creating that culture from an EHS standpoint Hey, we want you to say something to somebody, right? Point that out, right?
Because believe it or not, that person’s probably going to appreciate the fact that you did that because it shows that you’re committed to that process.
Hilary Framke:
Yeah, and frankly, if they don’t, they’re out of order. No one should ever feel certainly a leader in an organization should ever look down on an activity like that where an employee is trying to look out for them and their family and make sure that they make it home the same place that same way that they showed up.
David, this has been amazing. Thank you so much for being officially my first guest on the Elevate EHS podcast. We’ve hit a ton of topics today. I just can’t thank you enough for your time and for all that you’re doing. you’re doing to make a difference in the lives of your employees every day and your role and being an EHS leader is I just feel such an often underappreciated position, right? For its complexity and then what it pulls from you. So thank you for all that you do.
David O’Brien:
I thank you, Hilary, for having me on the show. I really appreciate it. I love to share my story and it’s great to be able to be on your podcast.
Hilary Framke:
Awesome. Listeners, thanks for listening in and we’ll see you next time.
David O’Brien:
Thank you.
