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Tag Archives: technology
AI Won’t Need to Become Evil to Become Dangerous: What the AI Doomsday Debate Means for EHS
Artificial intelligence is rapidly moving from a tool that provides information to systems that can make decisions, take action, and interact with other agents. For EHS professionals, that shift should raise a familiar question: are capability and autonomy expanding faster than the controls designed to manage them? This article examines the AI “doomsday” debate through an EHS lens, connecting emerging AI risks to Management of Change, SIF prevention, human factors, inherited risk, and defense in depth. Continue reading
Posted in AI, Artificial Intelligence, Design for Safety, Digital Twin, Innovation, Technical Skills
Tagged AI, AI Governance, Artificial Intelligence, Artificial Intelligence Safety, EHS Risk Management, ehs-leadership, ehs-risk-management, Management of Change, philosophy, risk management, Serious Injury and Fatality Prevention, technology
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If Everything Still Comes to You, You Haven’t Scaled Leadership
As leadership responsibility grows, working harder and staying involved in everything stops working. Drawing on experience scaling an organization from 15 to 300 people, this article explores how EHS leaders can multiply their impact through people, management systems, governance, delegation, digital tools, and AI—and build an organization capable of making thousands of good decisions every day. Continue reading
Posted in Business Accumen, EHS Management, enterprise risk management, Leadership, Leading at Scale, operational integrity
Tagged AI, Artificial Intelligence, EHS leadership, ehs-leadership, Enterprise Leadership, Leadership, Leadership Scale, operational excellence, safety leadership, safety-leadership, technology
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Beyond the Factory Fence: Why Scope 3 Defines the Next Generation of Sustainable Operations
Most organizations focus on reducing emissions within their own operations, but meaningful decarbonization requires looking beyond the factory fence. This article explains the differences between Scope 1, Scope 2, and Scope 3 emissions, explores why Scope 3 is the most challenging—and most important—part of an organization’s carbon footprint, and outlines practical strategies for managing value-chain emissions through operational integrity, supplier collaboration, AI, and executive leadership. Continue reading
Posted in #ESG, ESG Investing, Sustainability Leadership, Sustainable Strategy
Tagged ai-for-sustainability, carbon footprint, carbon management, carbon-accounting, carbon-intelligence, circular-economy, climate-change, climate-risk-management, climate-strategy, corporate-sustainability, decarbonization strategy, digital-product-passport, ehs-leadership, emissions-reduction, energy, enterprise risk management, enterprise-sustainability, environment, environmental-leadership, esg-strategy, ghg-protocol, Greenhouse Gas Protocol, greenhouse-gas-accounting, greenhouse-gas-emissions, industrial-decarbonization, industrial-sustainability, lifecycle-emissions, manufacturing-sustainability, net-zero-strategy, operational excellence, operational integrity, operational-sustainability, product-carbon-footprint, product-stewardship, resilient-supply-chains, sbti, science-based-targets-initiative, Scope 3 emissions, scope-1-scope-2-scope-3, scope-3-greenhouse-gas-emissions, supplier-sustainability, supply chain sustainability, supply-chain-emissions, sustainability, Sustainability Leadership, sustainable operations, sustainable-business-strategy, sustainable-manufacturing, sustainable-supply-chain, technology, value chain emissions, value-chain-decarbonization
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SIF Reduction: The Leading Edge of Operational Integrity
SIF prevention belongs within the broader discipline of Operational Integrity. Preventing life-altering events requires more than a safety program; it requires an operating system that connects leadership, frontline knowledge, reliable controls, meaningful data, and organizational learning. Continue reading
Contractor Safety Management: The Contractor Operational Integrity Model
I’m pleased to share my latest article: “The Future of Contractor Safety Management: The Contractor Operational Integrity Model.”
The impetus for this piece came from my participation on a contractor safety panel at the Avetta annual conference in Chicago in mid-May. The discussion reinforced something I believe strongly: contractor safety management is moving into a new era.
For too long, contractor safety has often been treated as a compliance and prequalification process. Those elements still matter, but they are not enough. The future is about work readiness, verified control of work, and operational integrity at the point where risk is real.
In the article, I introduce the Contractor Operational Integrity Model, built around six core elements:
Critical Risk Definition
Capability and Capacity Verification
Control of Work Discipline
Field Verification and Leadership Cadence
Performance Intelligence
Corrective Learning and System Improvement
The central message is straightforward:
Compliance is the foundation. Operational integrity is the standard.
Contractor safety is not just a safety department issue. It is a test of how well safety, operations, procurement, maintenance, and contractors operate as one system under real field conditions.
I appreciate the Avetta team for hosting a strong discussion and creating space for practical dialogue on where contractor risk management needs to go next. Continue reading
Posted in AI, Artificial Intelligence, contractor safety, enterprise risk management, Innovation
Tagged AI, Artificial Intelligence, business, contractor operational integrity, contractor risk management, contractor safety, contractor safety management, control of work, EHS leadership, ehs-leadership, field verification, heavy industry safety, news, safety management systems, technology, work readiness
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Operational Integrity: The Operating Model Heavy Manufacturing Needs
Heavy manufacturing does not fail all at once. It usually fails in layers.
A workaround becomes normal. A critical control weakens. A maintenance backlog grows. A near miss is explained away because no one was hurt. Over time, the operation drifts from discipline into exposure.
That is why I believe Operational Integrity needs to be treated as an overarching operating model, not just another safety, reliability, or compliance initiative.
In this article, I outline a practical framework for Operational Integrity built around five elements:
Operating Envelope | Strong Systems | Reliable Equipment | Leadership Cadence | Disciplined Operations
The goal is simple: help manufacturing organizations run with greater control, consistency, resilience, and accountability — for the benefit of employees, customers, communities, owners, and all stakeholders who depend on the enterprise. Continue reading
Posted in Culture, Employee Engagement
Tagged Artificial Intelligence, business, critical control management, equipment reliability, heavy manufacturing safety, industrial safety leadership, Leadership, manufacturing leadership, manufacturing risk management, manufacturing-operational-integrity, manufacturing-resilience, operational excellence, operational integrity, process safety management, safety culture, safety-innovation, technology
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Cyber-Physical Risk in the Age of AI: How Safety Professionals Help Directors Make Better Operational Technology Investment Decisions – Part 4
As the final article in this four-part series, Fay Feeney and I bring the conversation into the boardroom. Operational technology is no longer just an engineering concern—it is a governance test. As AI-enabled assets reshape industrial operations, directors are approving new risk profiles, resilience assumptions, and value-creation models. Continue reading
Posted in AI, Artificial Intelligence, EHS Management, enterprise risk management, Leadership, Machine Learning, Sustainability Leadership
Tagged AI, AI operational technology risk, AIOT Resilience Index, Artificial Intelligence, board oversight cybersecurity, business, cyber physical risk management, cyber-physical risk management, enterprise risk management OT, industrial cyber resilience, Leadership, operational technology governance, OT capital investment risk, OT cyber risk, safety professionals and cybersecurity, technology
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Cyber-Physical Risk in the Age of AI: How Safety Professionals Identify and Manage OT Cyber Risk – Part 3
Part 3 moves from understanding the risk to executing against it. As cyber threats increasingly intersect with physical operations, organizations need a practical, structured approach to manage these risks at the system level. This section outlines how safety professionals—working with cybersecurity and engineering teams—can apply proven process safety methods to identify vulnerabilities, prioritize risk, protect critical systems, and strengthen operational resilience in the face of cyber-physical threats. Continue reading
Posted in Uncategorized
Tagged AI, cyber risk in manufacturing, cyber-physical risk, cyber-security, cybersecurity, EHS cyber risk integration, industrial control system security, industrial cybersecurity resilience, operational technology cybersecurity, OT cyber risk management, OT risk assessment, process safety and cybersecurity, safety instrumented systems security, security, technology
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Automated Reasoning for Human Error Detection in Industrial Operations
Most incidents aren’t caused by a single mistake—they result from conditions that made failure likely long before it happened.
In this article, I explore how automated reasoning can help EHS and operational leaders detect those conditions earlier, connect weak signals, and make more consistent, defensible decisions in real time. Just as important, I outline where technology stops—and where human leadership, trust, and judgment still determine outcomes.
The future of safety isn’t human or AI—it’s the integration of both to anticipate risk and act before it becomes reality. Continue reading
Cyber-Physical Risk in the Age of AI: How Safety Leaders and Boards Can Protect Operational Technology – Part 2
AI is changing the rules of cyber risk—and in OT environments, the consequences are no longer just digital.
From process instability to SIF potential, cyber threats are now operational threats. The real question isn’t if this risk exists—it’s whether we’re integrating safety, cyber, and operations fast enough to manage it.
Part 2 explores how AI is both accelerating the threat—and becoming a critical part of the defense. Continue reading
Posted in AI, enterprise risk management, Technical Skills
Tagged AI, AI cyber risk industrial systems, AI in industrial cybersecurity, artificialintelligence, business, critical infrastructure cybersecurity, cyber physical risk management, cyber physical security strategy, cyber risk governance board oversight, cybersecurity, enterprise risk management, industrial control systems security, operational technology cybersecurity, operationaltechnology, OT cyber resilience, process safety and cybersecurity integration, risk management, riskmanagement, technology
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