D. Scott Risch, MBA, CSP

Hey, I know this guy…. Julian Arevalo Parra, CSP…Professional Development This weekend I was catching up on some much-needed reading. As I was scrolling through PSJ (Professional Safety Journal of the American Society of Safety Professionals) I came across a former colleague’s name under the journal's editorial review board. Julian and I spent a few years together at Corrpro Companies where he achieved his Certified Safety Professional designation. Julian was the first teammate I assisted in achieving this accomplishment. He did all the work, and I just cleared the workload and pathway for him to get there. When he achieved the designation, I was as happy for him as if I achieved it myself. I am so glad he continues to expand and share his professional experience and knowledge. I am a firm believer in every individual within an organization should have the opportunity to be developed. This has been one of the most satisfying processes of my career. Once the objective is developed and approved by the organization the following steps have worked exceptionally well for me. One must have a career conversation with the employee. You may learn they want to transition out of EHS to quality or operations. This is normal, create a path for them to get there. It is more cost-effective to promote within the organization. Assess capabilities by using a skills assessment matrix or 360° feedback. I have found the 360° tool very effective and eye opening for the employee. Develop an Individual Development Plan (IDP) each EHS professional should have a personalized development plan tied to both business needs and career goals. Implement a 70-20-10 learning approach. This development program should not be based solely on taking certification courses. This approach is widely used in leadership and EHS professional development. Create Development Pathways. Provide clear, transparent career pathways within EHS. Each pathway should show the competencies and experiences required at each stage. Foster Mentorship and Coaching Pair early-career professionals with senior EHS leaders. Encourage coaching conversations focused on reflection and growth, not just task performance. Link Development to Organizational Performance. This can sometime become tricky. Keep the focus on the individual development and be careful not to make this a performance review. Encourage External Engagement. Promote participation in: Professional organizations: ASSP, AIHA, NSC, BCSP. Conferences, webinars, and publications. This builds credibility, visibility, and learning beyond the company walls. Conduct quarterly reviews with the participants. Remember, the employee owns the process. It is their career, you just need to make time and be a sounding board for their success. I wish I could expand further but if you have questions, please feel free to reach out. 

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🔍 𝐀𝐜𝐜𝐢𝐝𝐞𝐧𝐭𝐬 𝐃𝐨𝐧’𝐭 𝐉𝐮𝐬𝐭 𝐇𝐚𝐩𝐩𝐞𝐧 — 𝐓𝐡𝐞𝐲 𝐇𝐚𝐯𝐞 𝐂𝐚𝐮𝐬𝐞𝐬 Every incident is a signal — not just an event. Understanding why an accident occurred is key to ensuring it doesn’t happen again. 🛠️ A proper accident investigation uncovers root causes, not just surface errors. ✅ Interview witnesses, analyze evidence, and apply tools like the 5 Whys or Fishbone Diagram. The goal isn’t blame — it’s prevention, learning, and continuous improvement. Build a culture where every incident leads to action, not repetition. #AccidentInvestigation #RootCauseAnalysis #WorkplaceSafety #HSECulture #IncidentPrevention #SafetyLeadership #ContinuousImprovement #ZeroHarm

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The calendar changes. Risk doesn’t. In high-hazard environments, the difference between a routine day and a serious incident often comes down to three things: - How well the work is planned before it starts - Whether training actually prepares people for real conditions - How confidently supervisors lead safety in the field Pre-task planning isn’t paperwork—it’s decision-making. Training isn’t effective if it lives in a classroom or computer. And safety culture doesn’t exist without supervisors who own it. Fewer checkboxes. Better conversations. Stronger leadership where the work happens. When we plan better, train smarter, and equip supervisors to lead, safety becomes part of how work gets done—not something added on afterward.

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https://lnkd.in/gVnVtzvu Details: The Role of Peer Support in Critical Incident Stress Management This presentation will focus on expanding and refining the typical critical incident response to better meet the individual needs of workers. We know not everyone will participate in a Critical Incident Stress Management (CISM) group; some people need one-to-one support. We also know that many people will need ongoing or “sporadic” support following the incident. Trauma and the resolution of trauma is not linear. Trauma may not be resolved in a single group session and many people will not even “feel the effects” until some time has passed. This webinar will focus on a novel approach to critical incident response that combines classic critical incident stress debriefing strategies with long-term (specially trained and supervised) peer support. The AGC Mental Health & Suicide Prevention Forum meets virtually on a quarterly basis to gather and share information, resources, and best practices among stakeholders in the construction industry. Open to all AGC members and chapters, the goal of these forums is to provide a safe space where construction industry stakeholders can come together to share success stories, discuss challenges, and seek or share resources and best practices. For more information, please contact Nazia Shah at nazia.shah@agc.org.

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Leadership Responses to Failure: A Tale of Two Paths In safety, how leaders respond to problems makes all the difference. Too often we see the familiar pattern: - Dismiss. Delay. Deflect. - Dismiss concerns as "not a big issue." - Delay action because "we’re almost done." - Deflect the issue to Safety to address or blame onto others to avoid accountability. It’s a short-term strategy that protects egos but leaves systems vulnerable. The real causes stay hidden, and risks remain. But there’s a better path — rooted in Human and Organizational Performance (HOP) principles: - Acknowledge. Ask. Act. - Acknowledge concerns openly — no matter how small. - Ask to understand the full context and pressures driving behavior. - Act with workers to strengthen the system and build resilience. The shift from blame to learning isn’t soft. It’s smart. It builds trust, drives improvement, and prevents recurrence. As leaders, which path are we choosing when things go wrong? #SafetyCulture #HOP #Leadership #PsychologicalSafety #HumanPerformance #ContinuousImprovement #LearningCulture

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Want to be a better safety leader? Just listen. Not to tick a box. Not to jump in with a fix. Just… actually listen. To the people doing the work. To what’s really going on behind the checklist. To the stuff that doesn’t get said in meetings. When leaders really listen: Hazards show up before incidents do Trust grows People speak up sooner Teams stop hiding problems And performance? It climbs You don’t need a new system. You need ears, curiosity, and the humility to say: “Tell me what I’m missing.” That’s where real safety lives. #SafetyLeadership #ListenToUnderstand #FrontlineWisdom #PsychologicalSafety #SafetyCulture #HOP #LeadershipMatters

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Why Safety Culture Beats Compliance   Compliance = Reactive: It ensures you meet regulations but often focuses on avoiding penalties.   Culture = Proactive: It empowers employees to identify hazards, innovate solutions, and prioritize safety, even when no one is watching.   5 Ways to Build a Best-in-Class Safety Culture   Lead by Example – Leadership must model safe behaviors consistently and have the courage to intervene. Ignoring unsafe acts is the same as accepting them. Empower Employees – Encourage hazard reporting without fear of blame. Move beyond Stop Work Authority (the right to stop unsafe work) to Stop Work Responsibility, making it a duty for everyone to intervene when they see danger. Invest in Training – Go beyond compliance; teach hazard recognition, ergonomics, and mental health awareness. Celebrate Success – Recognize safe behaviors and milestones to reinforce positive habits. Continuous Improvement – Regularly review processes, adopt innovative tools, and involve employees in finding better solutions.   Compliance is the floor. Culture is the foundation. What steps are you taking to build a safety culture in your organization? Share your ideas and let’s raise the bar together.   #SafetyCulture #WorkplaceSafety #Leadership #BeyondCompliance #EmployeeEngagement #SafetyFirst #ContinuousImprovement

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Time to shift from BBS to LBS. #Behavior-Based Safety (BBS) focuses on workers. #Leadership-Based Safety (LBS) focuses on leaders. If we want real change, it has to start at the top. Because when leaders lead safety teams follow. Let’s build a culture where safety isn’t just observed… it’s lived, led, and inspired. #LeadershipInSafety #LBS #SafetyCulture #HSE #WorkplaceSafety #Positiveindicator

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Yesterday I posted about breaking away from the “Tyranny of TRIR” Alternatives to Total Recordable Incident Rate (TRIR) include metrics that focus on different aspects of safety performance. These include metrics that measure the severity of injuries, the impact of incidents on productivity, and the overall presence of safeguards in the workplace! https://lnkd.in/gXKyreDf

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Recent layoffs at the National Institute for Occupational Safety and Health (NIOSH) will significantly impact workplace safety nationwide as approximately 873 employees—roughly two-thirds of its staff—face termination by June 30, 2025. This downsizing impacts safety programs in at least three areas: the Firefighter Fatality Investigation and Prevention Program that investigates line-of-duty deaths and develops preventive strategies; the mining safety research division that works to prevent hazards and fatalities at mining sites; and the National Personal Protective Technology Laboratory, which certifies essential protective equipment including N95 respirators and firefighter face coverings. #WorkplaceSafety #NIOSH #OSHA #Safety  

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