ASTEC Safety Named Member of the Year by Utility Safety Partners
Home Blog ASTEC Safety Named Member of the Year by Utility Safety Partners Recognition like this doesn’t come easy. By Aldynne Belmont Facebook Twitter LinkedIn Each year, Utility Safety Partners (USP) honours the people and organizations raising the bar in damage prevention and utility safety. This year, ASTEC Safety—led by COO Jeff Mulligan —was named 2024 Member of the Year, jointly recognized alongside Global Training for their industry leadership, advocacy, and commitment to safety excellence. Why It Matters ASTEC’s approach to safety training isn’t just about compliance—it’s about real-world impact. From their field experience to the systems they help shape, ASTEC has earned a reputation for showing up, speaking up, and backing it all with action. They’re also a long-time training partner in the BIS network, with their expertise playing a role in the development of some of our most widely used safety content—including courses approved by USP. This recognition from USP—the very organization that governs utility safety training in Alberta—is a testament to the quality and integrity ASTEC brings to everything they do. Congrats to Jeff and the entire ASTEC team—this award reflects not just a moment of success, but years of meaningful, boots-on-the-ground work in making Canadian job sites safer, which is definitely something worth celebrating. BIS Social Media Stay connected with BIS Safety Software for the latest in safety innovations, training tools, industry insights, and company news. Click any icon below to follow us and keep BIS updates just a tap away. 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By Aldynne… Read More The Problem With Old School Safety April 25, 2025 Home Blog The Problem With Old School Safety Some safety rules save lives. Others? They just make work harder—and sometimes,… Read More Safety First – Is it True? April 25, 2025 Home Blog Safety First – Is it True? Does the most common phrase in safety hold water? By Aldynne Belmont… Read More
Shaking Hands with Einstein’s Legacy
Home Blog Shaking Hands with Einstein’s Legacy Danny Sellers and LIGO Lastra talks psychology, VR, and AI in workplace training. By Luke Hillenbrand Facebook Twitter LinkedIn High Voltage, Black Holes, and Building a Culture of Safety Danny Sellers started in the deep South. Wiring up petrochemical plants, wrangling high-voltage power systems. Now? He helps humanity hear the universe. Space science. Growing up in Louisiana, Danny was surrounded by heavy equipment, industrial know-how. His family members who worked with their hands. One of those family members owned one of the largest electrical instrumentation contract companies in the southern United States. This gave Danny a front-row seat to the world of high-risk, high-skill trades. “Spending summers at the shop helping out, I kind of was determined I was going to go in that field anyway,” he says. By the time he graduated high school, he had already completed parts of his electrical training. He was working in petrochemical plants at 18, and he was learning. About power distribution, process control, instrumentation. “You learn quick in that kind of environment,” he says. “You’re working around systems that can kill you in a second if you don’t respect them.” He spent years traveling from site to site across the United States. ————————————————————————— “I’ve worked at, you know, the Big Dig in Boston, Eli Lilly Pharmacy—you know, just all around. You see a lot of different practices out there. You learn real quick the importance of staying sharp, especially when you’re working around high voltage or confined spaces.” Daniel Sellers ————————————————————————— Eventually, the constant travel gave way to something else: a desire to settle down. He joined Dow Chemical, working on high-voltage distribution and cogeneration systems. But even in that more stable role, safety was never an afterthought. “A lot of your large petrochemical industries actually generate their own power,” he says. “It’s just cheaper for them to do that. So we have Cogen plants, natural gas turbines and stuff.” He added that working in those environments meant managing both the energy systems and the safety risks that came with them. But the routine wore thin. “Plant work didn’t really suit me. It was just kind of the same thing every day,” he says. So he changed course again. Lasers, Gravity, and a New Way to See the Universe In 2002, Danny took a contractor job at a relatively obscure facility in Livingston, Louisiana: LIGO. His first task? Helping control the HEPI system, a complex hydraulic isolation setup. It keeps the facility’s delicate instruments undisturbed by vibrations from the outside world. “I was actually working on what we call here our HEPI system—a hydraulic isolation system—doing controls for that,” he says. “Probably after about two years, I was invited into the director’s office… they slid a piece of paper to me and said, ‘How would you like to come here and do this?’” And just like that, he was in. LIGO—the Laser Interferometer Gravitational-Wave Observatory—isn’t your average workplace. It’s where Danny went from contractor to full-blown cosmic detective. His job? Help run a machine so precise it measures changes in space smaller than a proton. “We shoot a laser beam down two 4-kilometer arms and measure differential length of space and time,” he explains. “The wave we’re looking for? It changes that distance by about 1/1000th the size of a proton. It’s pretty much the finest measurement ever made by man.” That wave isn’t just any ripple. It’s a gravitational wave from massive cosmic collisions. Black holes smashing into each other, neutron stars spiraling to their deaths. And the system to detect them? It’s safety-critical on every level. ————————————————————————— “When you’re dealing with that kind of sensitivity, everything matters. The procedures, the lockouts, the calibrations. There’s no winging it. Everything has to be documented, verified, and double-checked.” Daniel Sellers ————————————————————————— Einstein Said It Couldn’t Be Done Einstein predicted gravitational waves in his theory of general relativity—but even he didn’t think we’d ever detect them. “Even then, he said, ‘No one will ever be able to build a detector or a machine that could pull this off,’” Danny says. But LIGO proved him wrong. After years of fine-tuning, upgrades, and grueling testing, LIGO made its first official detection of gravitational waves in 2015. That ripple in space-time confirmed a key part of Einstein’s theory and helped win a Nobel Prize. Danny was there for it. Running shifts. Locking the detector. Helping keep the whole system stable enough to make the most precise measurement in human history. “Training here is constant,” he adds. “Everyone gets trained on operating the detector, understanding hazards, and following procedures. We don’t just read manuals—we live them.” Working With Giants—and Lasers This isn’t a desk job. Danny trained on locking the detector, ran night shifts, and worked alongside Nobel laureates like Rainer Weiss. Weiss, an MIT physicist, conceptualized LIGO. “This is a man that… only took on one or two students a year,” Danny recalls. “I’ve spent, Lord knows how many hours—2:00 in the morning with him—personally working on the side.” At LIGO, knowledge flows freely. It’s a place where someone can go from a petrochemical plant to collaborating with the brightest physicists in the world. Want to learn something? “There’s a specialist or somebody here who has done their thesis or PhD in that subject… and it’s free,” Danny says. “Whatever you want to know, someone here knows it. You just have to ask.” His role expanded beyond electrical work. He dove into optics and lasers. He ran operations on the detector floor. He learned how to lock, align, and monitor sensitive systems. These systems can pick up passing trucks on the highway—or earthquakes on the other side of the planet. And through it all, safety remained central. “We’re not building widgets. We’re listening to the universe,” Danny says. “But we’re doing it with protocols and systems designed to protect the people and the science.” What’s Next? Danny’s path wasn’t planned. It was built—step by step, wire by wire, laser
Jody Young vs. Workplace Tragedy
Home Blog Jody Young vs. Workplace Tragedy A Career Spent Fighting for Safer Jobs Young on cultures of “top-down safety”. By Luke Hillenbrand Facebook Twitter LinkedIn “Every worker should go to work and come home in the same shape they left.” Jody Young has spent 35 years in health and safety. She has shaped policies. She has enforced compliance. She has made a real impact on workplace safety in Canada. Her career spans both public and private sectors. That gives her a unique depth of experience. Now, she leads Workplace Safety and Prevention Services (WSPS). Over the years, she has watched safety regulations evolve. She has seen the challenges companies face in protecting their workers. And she knows what happens when they fail. She has witnessed the ripple effects of unsafe workplaces. The long-term consequences don’t just impact injured workers. Families suffer. Communities feel the loss. A single lapse in safety can lead to lawsuits, financial ruin, and immeasurable grief. For Young, this is more than just a job. It’s a quest to make a difference through prevention. From Environmental Science to Safety Leadership Young was an environmental science student at the University of Toronto. She took a summer placement in a mining company’s environment and health and safety department. That experience changed everything. She saw how safety could mean the difference between life and death. She started out in industrial hygiene testing, both underground and in surface plants. WHMIS was just being introduced, and she helped with surveys and training. Over time, employers sought professionals who understood both environmental and safety compliance. That demand worked in her favor. She landed key job opportunities and spent years in the private sector. Mining. Abrasives manufacturing. Construction. Waste handling. Paint manufacturing. Each industry had its own risks. She saw workers injured. She saw how preventable incidents disrupted lives. When safety failed, workers – and their families – paid the price. Then she moved into the public sector. She worked for labour ministries in Ontario and Alberta. That’s when she saw how big an impact compliance and enforcement could have. ————————————————————————— “I felt that I could actually make a bigger impact in safety. The results were immediate, and you could see the difference.” Jody Young ————————————————————————— She saw it firsthand—investigations, fines, court cases, and families left broken by a single moment. Every injury, every fatality, reinforced her mission. Her work didn’t stop at enforcing laws. She worked with businesses to help them improve safety practices. She connected employers with best practices. Following regulations wasn’t enough. They had to build safer workplaces. She connected businesses with government agencies. Together, they built a stronger safety culture. A Personal Mission For Young, safety isn’t just a career. It’s personal. “My own father suffered a life-altering accident in his workplace. I’ve always only known my father with one leg,” she says. That reality shaped her perspective. She understood what workplace injuries did to families. Her work as an investigator made her passion even stronger. She has sat with families who lost loved ones. She has guided them through investigations and court cases. She has been in their homes, held their hands, and seen their grief up close. These moments fueled her mission. No worker should suffer because an employer cut corners or simply lacked awareness. No child should grow up without a parent because a company ignored basic safety measures. Young has also worked with injured workers. She has seen the physical and emotional toll. People who once thrived in their jobs now struggle with pain, disability, and financial instability. These stories stay with her. She believes the best way to prevent tragedies is to foster a culture where safety is valued from the top down. That means pushing for strong leadership commitment. Encouraging open dialogue about risks. Creating policies that go beyond the bare minimum to truly protect workers. The Role of WSPS in Ontario’s Safety System Today, Young leads WSPS, a key player in Ontario’s health and safety system. She describes WSPS as part of a three-legged stool. The Workplace Safety and Insurance Board (WSIB) handles compensation and return to work and supports prevention. The Ministry of Labour, Immigration, Training and Skills Development sets, communicates and enforces occupational health and safety requirements. WSPS’ role is to focus on providing training and consulting services to prevent workplace injuries and illnesses. “We have an important mandate set out in legislation,” Young explains. “We are part of the prevention system funded by employer premiums collected through the WSIB.” WSPS works directly with businesses. They help develop safety programs. They conduct risk assessments. They offer hands-on training. The goal is simple—stop accidents before they happen. WSPS provides guidance on everything from machine safety and robotics to workplace violence and harassment and mental health. They help small businesses create safety programs that are legislatively compliant. WSPS’ sector specific training programs and onsite services teach employers and workers to spot risks early. The goal: stop tragedies before they happen. Young emphasizes that WSPS doesn’t just offer services—it builds relationships. Companies that work with WSPS get expert assistance in building their safety programs. Safety isn’t just a checklist. It becomes part of how they operate. She sees it firsthand. Companies that embrace safety run better. Workers stay longer. Morale improves. Productivity rises. A Moral Obligation Young has one core belief: Every worker should go to work and come home in the same shape they left. She sees safety as a duty, not a burden. ————————————————————————— “It’s not just about avoiding fines. Employers must protect their workers. The cost of failure is too high. People’s lives are at stake.” Jody Young ————————————————————————— Safety isn’t just about compliance. It’s about culture. Workers need to feel safe speaking up. Leaders need to act before accidents happen. Companies that invest in safety see fewer injuries. But they also see higher morale and better productivity. She knows that some businesses still resist safety measures. They see them as costly. Time-consuming. Bureaucratic. But she also knows that
Virtual Reality, Real Safety
Home Blog Virtual Reality, Real Safety Jennifer Lastra’s Mission to Save Lives Lastra talks psychology, VR, and AI in workplace training. By Luke Hillenbrand Facebook Twitter LinkedIn “Compliance doesn’t equal competence. We have to do better.” Jennifer Lastra started her career as an electrician in the US Navy. She spent years working in shipbuilding and manufacturing as boots on the ground. She worked as a contractor in shipyards, frequently operating in high-risk environments with minimal supervision. This was real work, alongside people who did dangerous jobs every day. Then she saw the gaps—massive gaps in how safety was taught, understood, and retained. “I didn’t even realize how unsafe shipboard construction was until years later. The challenges go beyond just the hazards of working with electricity inside a steel vessel floating on water. And yet, we weren’t taught about self-awareness or situational awareness the way we should have been. We were just thrown in.” Jennifer Lastra Today, Lastra is on a mission to change that. As the Co-Founder and CEO of 360 Immersive, she’s pioneering the use of virtual reality (VR) in safety training. Her firm creates deeply immersive experiences. This is training that forces workers to engage, react, and remember. Her philosophy is simple: traditional training isn’t working. And if the fatality rates prove anything, it’s that the industry is long overdue for disruption. From the Navy to Night Vision to VR After the Navy, Lastra moved into shipbuilding. After that — manufacturing, making night vision goggles for military and emergency responders. She loved the sense of service—helping those who protect others. But eventually, she felt the pull to do something on her own. She wanted to build something. And in 2014, she saw her opportunity: virtual reality. “We started being able to pair cell phones with VR viewers,” she says. “Even if it was just cardboard headsets, I knew this technology had the power to completely immerse someone. And if you can immerse them, you can have the ability to modify their behavior.” Jennifer Lastra But Lastra isn’t a tech person. She never set out to be one. What drew her in wasn’t the hardware—it was the potential. “It was the perfect storm,” she says. “Entrepreneurship, powerful technology, and the chance to fix something I knew was broken.” She took that vision and started building. At first, there were skeptics. Some dismissed VR as a gimmick, a novelty. But as more companies saw the results, they realized she was onto something. “When workers go through VR training, they retain more. They react faster. They make better decisions under pressure,” she says. “It’s not theory—it’s science.” Related read: Do you own a business in the insurance industry? Check out how Artificial Intelligence is transforming the insurance industry. Fixing the Gaps in Safety Training For Lastra, the problem with traditional safety training is that it’s passive. Workers sit through hours of slide decks, printed manuals, and video lectures. They check a box, take a test, and move on. But does any of it stick? “Most safety training today is outdated and ineffective,” she says. “We’re giving workers information, but we’re not engaging them. And when the moment comes—when they’re in a real situation—what do they actually remember?” She experienced the challenge firsthand early in her career. As someone with dyslexia, she struggled to translate technical training into real-world applications. “I could pass any test you threw at me,” she says. “But when I got to the fleet, I had no idea how to apply it.” That disconnect drives her work today. 360 Immersive doesn’t just build training programs—it builds experiences. Using VR, workers are placed in hazardous environments. They react, make decisions, and see the consequences of those decisions play out in real time. “The goal is to meet learners where they are,” she says. “a scenario they’ll never forget. ”Some people learn best through reading, others hands-on, or a combination of both. VR bridges the gap, blending learning styles creating a more effective, engaging, and memorable experience.” And it’s not just about skill development. VR can replicate real-life pressures. Confined spaces, operating machinery under stress, reacting to an unexpected hazard. VR goes beyond technical skills – it’s ideal for simulating low-incident, high-risk scenarios like confined space rescues or warehouse fires, where mistakes have cost lives. “It’s a powerful tool for developing decision-making and critical thinking skills without actual consequences,” Lastra says. “The emotional connection makes training unforgettable and deeply impactful.” The Next Big Fight: Psychological Safety For Lastra, safety training isn’t just about hazard recognition and compliance – it’s about mindset. She believes psychological safety is the most overlooked factor in workplace safety. “Early in my career, I was often the first – or only – woman on the team, which made me feel like an outsider. I didn’t feel safe enough to raise my hand or ask questions. How many people still face this same challenge today?” She argues that fear prevents workers from speaking up about unsafe conditions – fear of asking a “stupid” question, fear of retaliation, fear of rejection. “People don’t speak up if they don’t feel like they belong. If they don’t feel safe,” she says. Her approach integrates psychological safety, mindfulness, and situational awareness into safety training. Instead of just teaching PPE regulations, we have an opportunity to dig deeper to understand, ‘Why aren’t you wearing it?’ or ‘Why did you skip inspecting it?’ Maybe it didn’t fit, or they were rushing to finish a task. Powerful storytelling in VR goes beyond compliance by illustrating the root causes of unsafe behaviors. By immersing learners in realistic, relatable scenarios, they build self-awareness, confidence, and the ability to speak up, take responsibility, and make safer decisions – key elements of a psychologically safe workplace. “If we can create emotional connections to training, we can change behavior. That’s the missing piece.” Jennifer Lastra The Fight for Better Standards Lastra isn’t just battling outdated training methods—she’s fighting complacency. “While yearly numbers fluctuate, the overall trend of workplace
Revolutions in Safety
Home Blog Revolutions in Safety How Dr. Johanna Pagonis is “Womaning Up” She’s not just leading—she’s redefining leadership. Dr. Johanna Pagonis is putting people at the heart of safety By Luke Hillenbrand Facebook Twitter LinkedIn Dr. Pagonis Puts People and Psychology at the Center. ————————————————————————— “You can have the best systems and equipment. But, if people aren’t empowered to speak up, you’ll always fall short.” Dr. Johanna Pagonis ————————————————————————— That’s the philosophy guiding Dr. Johanna Pagonis, founder of Sinogap Solutions. Dr. Pagonis, an expert in leadership and psychological safety, has redefined how organizations view safety. Her approach is simple but profound; safety starts with people. Their voices, their courage, and their ability to lead from the heart. Falling Into Safety: A Career Reimagined When Dr. Pagonis launched Sinogap Solutions, her focus wasn’t on safety. But a conversation with a former colleague, Christopher Spasoff, changed her perspective. “Christopher is an occupational health and safety lawyer. He told me, ‘What you’re teaching—emotional intelligence, leading with the heart—this is what the safety industry needs,’” Dr. Pagonis recalls. That idea stuck with her. Dr. Pagonis’ early work focused on mental and psychological health, not physical safety. “I can’t tell you how to design an organization for physical safety,” she admits. “But I can tell you how to empower people to use the tools and systems you’ve already put in place.” For Dr. Pagonis, this is the core of the problem. “Checklists and high-tech gear won’t help. If people don’t feel safe challenging the status quo or proposing new ideas, you won’t achieve your safety goals,” she says. Her mission was clear: teach groups to create safe, innovative, and collaborative environments. Her leap into safety wasn’t just about identifying gaps; it was about bridging them. As she consulted with organizations, she found that psychological safety wasn’t a fringe concept. It was a foundation. “It’s not something you tack on,” she says. “It’s woven into every conversation, every decision.” Psychological Safety as the Foundation Dr. Pagonis’ work centers on psychological safety. The idea that people should feel safe to take risks without fear of punishment is a spearhead. “Organizations often focus on the tangible aspects of safety,” Dr. Pagonis explains. “But psychological safety is just as important. Without it, even the best tools and processes will fail.” Dr. Pagonis trains leaders, through Sinogap Solutions, to create safe spaces. Employees should be able to voice concerns and suggest solutions without fearing retaliation. She emphasizes that this isn’t about creating a “bubble-wrapped” workplace. ————————————————————————— “Psychological safety isn’t about avoiding hard conversations. It’s about having the courage to speak up and challenge the system when it’s needed.” Dr. Johanna Pagonis ————————————————————————— Her training programs teach leaders to be vulnerable, build trust, and listen with empathy. “If leaders don’t set the tone, no one else will,” Dr. Pagonis says. “Brené Brown says it best: what a leader does gives permission for others to do the same.” One of her favorite teaching tools is role-playing difficult conversations. “People often freeze when they’re in the moment,” she explains. “Practicing scenarios teaches them to face challenges without shutting down or escalating.” Dr. Pagonis also emphasizes the importance of consistency. “You can’t build trust with one grand gesture,” she says. “It’s the small, daily actions that matter most.” Key Takeaways Psychological safety is the foundation of real safety. Without trust and open communication, even the best systems fall short. Empowered people make safer decisions. When employees feel heard and valued, they’re more likely to speak up and take initiative. Leadership starts with vulnerability. The tone leaders set—through empathy, consistency, and courage—shapes the entire safety culture. Investing in people isn’t soft—it’s strategic. Programs that build confidence and trust drive long-term results in safety, engagement, and performance. Breaking Barriers in Male-Dominated Industries Dr. Pagonis’ work often intersects with male-dominated fields like law enforcement, construction, and transportation. Her course, “Women Up: Ignite the Leader in You,” addresses the unique challenges women face in these environments. “When I started my career, I spent years in male-dominated spaces,” Dr. Pagonis shares. “As a female civilian in law enforcement, I had to earn credibility in ways my male counterparts didn’t.” Those experiences inspired her to create programs that equip women with the skills and confidence to lead. The Women Up course is on its seventh cohort. The program focuses on building confidence, fostering executive presence, and navigating difficult conversations. “One of the biggest challenges women face is confidence,” Dr. Pagonis says. “Whether it’s speaking up in meetings or advocating for themselves, the gap often isn’t in skills but in belief.” One success story stands out. A participant in the inaugural cohort was a senior executive. She was acting in a temporary role while competing for a permanent promotion. The decision-makers passed her over, claiming she was “stressed” and needed “protection.” Dr. Pagonis calls this a classic case of benevolent sexism. “Her male peers were never told they weren’t promoted because someone needed to protect them,” she notes. They denied her opportunities despite her clear qualifications. The program taught the executive to frame her concerns. It also helped her control her emotions in high-stakes talks. “She went back to her boss, asked him to advocate for her, and changed the narrative,” Dr. Pagonis recalls. “Within a month, they promoted her.” The ripple effects of Women Up are far-reaching. Graduates not only advance in their careers but also mentor others. “It’s about creating a cycle of empowerment,” Dr. Pagonis says. “When one woman succeeds, she paves the way for others.” Success Stories That Stick Dr. Pagonis measures success not by how many people take her courses but by the tangible changes they create. A leader in Alberta Health Services had a great example. They turned an emotional intelligence concept into a daily practice. ————————————————————————— “He printed a life-sized emotion wheel, put it on the wall, and used magnets to represent each team member. At the start of every shift, they placed their magnets on the wheel to show how they were
Crashing the Safety Party
Home Blog Crashing the Safety Party How Allan Moore Disrupts the Status Quo His people-first, ego-free approach is redefining what leadership in safety really looks like. By Luke Hillenbrand Facebook Twitter LinkedIn “Nobody ever intended to hurt themselves.” Allan Moore’s words don’t leave much room for ambiguity. A safety veteran, speaker, and author, he has spent decades using hard truths to create change. From oil rigs to boardrooms, Moore has built a career not on telling people what to do, but on showing them why it matters. His story proves that leadership is about connection, not authority. This is an industry that’s equal parts risk, reinvention, and resilience. From the Ground to the Helm Moore didn’t set out to become a safety expert. In fact, his career began in Taiwan as a Mandarin interpreter. One day, the global HSE manager decided she was done with international flights and made Moore the health and safety lead. “I told her I had no experience,” Moore says. “She said, ‘You’re the only one who knows how to say the safety words in two languages.’” What started as an improvised appointment became the foundation for Moore’s career. He threw himself into the role, overseeing plants in Taiwan and Shanghai before returning to Canada. Back home, he managed safety plans for major players like Enbridge, Imperial Oil, and Suncor. ————————————————————————— “I’d spend weeks in the field coaching, auditing, and building safety cultures from the ground up.” Allan Moore ————————————————————————— Moore climbed the corporate ladder, eventually becoming a regional manager for Western Canada. But the role lacked the hands-on connection he craved. “I missed being out there,” he admits. So, he pivoted back to field-based work and never looked back. His time abroad shaped how he approached safety in Canada. In Taiwan and Shanghai, he learned that culture plays a significant role in compliance. “You have to adapt,” he explains. “In Taiwan, hierarchy matters. You can’t just tell people to change without respecting their structure.” This adaptability became his trademark—a skill he brought into every boardroom and field office he entered. Key Takeaways Safety isn’t about authority—it’s about connection. Moore proves that empathy and real talk build more trust than top-down mandates ever could. You can’t lead change from a pedestal. Moore’s hands-on approach shows that walking the walk earns respect—and results. Culture matters as much as compliance. Adapting safety standards across different cultures takes humility, consistency, and presence. Disruption isn’t reckless—it’s necessary. From storytelling to self-reinvention, Moore shows that shaking up the status quo creates space for real progress. Disrupting Safety Norms Moore’s passion for safety comes from years of seeing what doesn’t work. As a worker, he remembers how the “safety guy” was often met with disdain. “We hated the safety guy,” Moore recalls. “They were condescending. They came in, wagged their fingers, and left us with a lecture. Nobody wanted to deal with that.” When he moved to safety, Moore knew he had to change. He had to disrupt the finger-wagging stereotype. When he became a safety professional, Moore vowed to do things differently. “Nobody sets out to get hurt,” he says. “So, I made a promise: no condescension, no blame, just honest conversations.” He leaned on concepts like emotional bank accounts—a principle he learned from Stephen Covey’s The 7 Habits of Highly Effective People. “Years ago, I read Stephen Covey’s The 7 Habits of Highly Effective People, and it stuck with me,” Moore explains. “Covey talks about emotional bank accounts. Make deposits with positive interactions, like praise for a job well done. Then, you will have the trust to make a withdrawal when needed. It’s crucial, especially in cultures like Taiwan where people can lose face easily.” Moore’s approach emphasizes empathy and connection. “You can’t preach safety from a soapbox,” he says. “You have to walk into the room, listen, and show people you care.” His candid, human-centered communication has made him trusted in the safety industry. He also brought storytelling into his work. Moore realized early on that stories connect better than statistics. “People don’t remember numbers,” he says. “But they’ll remember the time someone got hurt because a shortcut was taken. Stories stick.” Breaking Borders in Safety Culture Moore’s international experience gave him a unique lens on risk. “In Canada, our risk tolerance is low,” Moore says. “In some other countries, it’s very different. I’ve seen welders using cardboard instead of masks. It’s night and day, but our cautious approach here saves lives.” He’s quick to point out the benefits of Canada’s cautious approach. “Our standards save lives. That’s a fact,” he says. But even here, challenges remain. Mergers and acquisitions, for example, often smash together cultures with conflicting priorities. “It takes time to align those expectations,” Moore says. “But the payoff is worth it.” Cultural differences taught Moore to adapt. In Taiwan, safety compliance often involved balancing respect for hierarchy with the need to speak up. ————————————————————————— “You have to find a way to honor the culture while introducing new standards. People watched what I did more than what I said. If I didn’t wear my PPE, why would they?.” Allan Moore ————————————————————————— The Power of Reinvention For Moore, risk isn’t just something to mitigate—it’s something to embrace. His upcoming book, Party Crash Your Life and Career, explores the idea of calculated risk-taking. “I wasn’t invited to the party,” Moore says. “But that didn’t mean I couldn’t show up. Nobody handed me a golden ticket, so I had to crash the gates and prove myself every step of the way.” This mindset isn’t just the cornerstone of his career—it’s his philosophy for leadership in safety. Moore believes that disrupting the status quo often means surprising people. It means showing up where you weren’t expected and proving your worth, not just talking about it. That mindset shaped his career. From pivoting into safety to trying his hand at stand-up comedy, Moore believes in growth through discomfort. “You don’t grow by playing it safe,” he says. “You grow by showing
Safety Leadership Takes a Team
Home Blog Safety Leadership Takes a Team Insights from Alex Hollingsworth By Luke Hillenbrand Facebook Twitter LinkedIn How Alex Hollingsworth Transformed Safety for 20,000 Workers Managing safety across a global workforce is no small feat. For Alex Hollingsworth, former Manager of Group Training and Learning at South32, it was a challenge he approached with innovation, resilience, and a relentless focus on improvement. Over nearly three years, Alex oversaw safety training and learning initiatives for 20,000 individuals, including 10,000 employees and an equal number of contractors, spread across Australia, South Africa, and the Americas.His tenure at South32 built on 16 years at Rio Tinto, where he developed global training strategies and honed his expertise in high-risk industries. Alex’s journey offers valuable insights into the complexities of safety management and the power of digital transformation. Background and Expertise When Alex Hollingsworth joined South32 in 2022 as Manager of Group Training and Learning, he brought with him a wealth of experience in learning and development. His role required navigating the complexities of decentralized operations across Australia, South Africa, and the Americas—regions with vastly different regulatory landscapes, cultural contexts, and operational challenges. ————————————————————————— “It’s about building safety systems together so that everyone involvedcan be proud of the achievement and processes that make safety intuitive and achievable for everyone involved.” Alex Hollingsworth ————————————————————————— In South Africa, Alex faced the challenge of adhering to stringent government legislation policies and training requirements that were unique to the region. Safety regulations were often deeply influenced by local labor laws, and the diversity of languages and cultural expectations added another layer of complexity. “In South Africa, you have to account for a workforce that speaks multiple languages, each with their own nuances, while ensuring compliance with highly specific training requirements,” Alex shared. In Australia, where open-cut mining operations have dominated for decades, the focus for achieving safety performance with the power of digital transformation, was on ensuring seamless integration with legacy processes in a way that brought the workforce along for the journey. Meanwhile, in the Americas, the challenges varied widely depending on whether the project was a well-established site or an emerging greenfield operation. In some areas, Alex’s focus was on building training programs from the ground up, ensuring that safety was embedded into every stage of development. “At South32, I learned that no two regions are the same,” Alex explained. “The key was finding a balance between respecting local differences and maintaining a globally unified approach to safety. It’s about building systems and processes that make safety intuitive and achievable for everyone involved.” This ability to adapt and lead across such diverse landscapes highlights Alex’s exceptional skill in fostering a global safety culture that remains effective no matter the regional challenges. ————————————————————————— “Training isn’t something you set and forget. Every change—from new equipment to organizational structural shifts—requires reassessing and realigning on capability requirements.” Alex Hollingsworth ————————————————————————— Lessons from Rio Tinto: A Foundation for Excellence Before joining South32, Alex Hollingsworth spent 16 years with Rio Tinto, one of the world’s largest and most complex mining operations. During his tenure, Alex rose to the position of Senior Manager of Learning and Development, a role that involved overseeing training initiatives for thousands of workers across the globe. “Rio Tinto’s iron ore network is the largest and most profitable single mining operation in the world,” Alex shared. “Managing training in such a high-stakes environment required setting an effective framework for the deployment of consistent and efficient training solutions balancing global consistency with local flexibility.” To achieve this, Alex led a decentralized training model, where training operational teams partnered with operations tailored execution on identifying specific capability requirements and then delivered through a centralized framework to meet specific and local operations strategy requirements regional needs while adhering to global standards. This approach ensured uniform safety practices while addressing the specific challenges of individual sites, from environmental hazards to cultural and regulatory differences. In managing such complexities, flexible and scalable software applications became indispensable. These tools allowed global companies like Rio Tinto to maintain oversight, ensure compliance, and streamlining of training across diverse regions. Few solutions on the market are capable of managing both the global and local demands of safety and training, making adaptable software an essential part of any safety strategy. Key responsibilities during his time at Rio Tinto included: Developing High-Value Training Strategies:Alex crafted comprehensive strategies to ensure consistency in safety and operational training across multiple continents. Fostering a Culture of Safety:Alex prioritized making safety a shared value across all teams, empowering workers to take ownership of their practices. “Safety isn’t just a policy; it’s a mindset,” Alex explained. His focus on collaboration created a unified approach to safety, strengthening practices across diverse sites. Leading through Change:As new technologies and regulatory frameworks emerged, Alex led initiatives to integrate them into training programs, ensuring Rio Tinto remained at the forefront of safety innovation. ————————————————————————— “Rio Tinto prepared me to think big, act decisively, and never lose sight of the people behind the numbers. That focus on people—ensuring every worker is safe and supported—has been at the core of everything I do.“ Alex Hollingsworth ————————————————————————— This foundation proved invaluable when Alex transitioned to South32, where he applied the lessons learned at Rio Tinto to tackle new challenges in safety management. His ability to navigate complexity, implement large-scale strategies, and foster collaboration positioned him as a transformative leader in the safety training industry. Challenges in Safety Management Imagine managing safety for 20,000 workers, including 10,000 contractors, spread across multiple continents, each with its own set of regulations, environmental challenges, and cultural norms. For Alex Hollingsworth, this was the reality at South32. It was a role that demanded more than just technical expertise—it required innovation, persistence, and the ability to lead through complexity. One of the most pressing challenges Alex faced was the company’s reliance on paper-based processes for managing training and certifications. “We printed 150,000 sheets of paper monthly for training documentation,” Alex explained. “It was highly error-prone and laborious, leading to low confidence in
