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September 11, 2024
KC talks with Justin Ganschow and Kelly Scott from Caterpillar Safety Services.
Caterpillar Safety Services is focused on building a culture of safety and resilience in organizations. They help companies improve their safety results by addressing the gaps in their safety toolbox and focusing on culture and leadership. The goal is to create a resilient safety culture that resists pressures to compromise safety. The shift towards a strong safety culture is driven by the changing workforce and the recognition that caring for employees’ well-being is essential. Lagging indicators, such as recordable injuries, are not effective KPIs for safety. Instead, organizations should focus on proactive measures and recognize positive behaviors that contribute to safety.
00:00:00 Speaker 1
This episode of the Energy Pipeline is sponsored by Caterpillar Oil and Gas. Since the 1930s, Caterpillar has manufactured engines for drilling, production, well service, and gas compression. With more than 2,100 dealer locations worldwide, Caterpillar offers customers a dedicated support team to assist with their premier power solutions.
00:00:28 Speaker 2
Welcome to the Energy Pipeline podcast, with your host KC Yost. Tune in each week to learn more about industry issues, tools, and resources to streamline and modernize the future of the industry. Whether you work in oil and gas or bring a unique perspective, this podcast is your knowledge transfer hub. Welcome to the Energy Pipeline.
00:00:51 KC Yost
Hello everyone, and welcome to this episode of the Energy Pipeline podcast. Today our topic is improving safety cultures in the oil and gas industry, with our guests, Kelly Scott and Justin Ganschow, from Caterpillar Safety Services. Hey, Kelly and Justin, welcome to the Energy Pipeline podcast.
00:01:12 Kelly Scott
Thanks for having us.
00:01:13 Justin Ganschow
Hey, KC. Thanks for having us.
00:01:14 KC Yost
Oh, great, great. Justin, I hope I didn't butcher your name. We did practice that a little bit. Ganschow.
00:01:19 Justin Ganschow
You were close, yeah.
00:01:20 KC Yost
Yeah, good. Very good, very good. Okay, so thanks so much for being here. It's great to have you on. So before we start talking about safety cultures, I'd like for you guys please to take a few minutes, tell us a little bit about your background and how you got into the safety game. So, ladies first. Kelly, would you fill us in on your background, please?
00:01:43 Kelly Scott
Of course. Well, I'm an Account Manager here at Caterpillar Safety Services. My role focuses on understanding our customer's business challenges and goals, and then partnering with them to integrate safety into their operational DNA. So I serve all of our customers within oil and gas, energy, utilities, pipeline, and government. And I've spent my whole career, the past 18 years serving customers and helping people, and I've been on the safety services team for the past four years. So I can add helping people and saving lives to that. And I've always worked across a variety of industries, technology, healthcare. And fun fact, KC. I went to SIU Carbondale, the real one, and I dabbled in radio TV. So I actually had some radio commercials running in Southern Illinois back in the day, so watch out.
00:02:42 KC Yost
Sweet, sweet, sweet. Well, I'll let you know I cut a demo tape when I was in college thinking about getting out of engineering. It was called the Ken Carroll Show. Nice demo tape, no one picked me up, but.
00:02:58 Justin Ganschow
Look at you now.
00:02:59 Kelly Scott
I was told I have a face for radio, but I don't know.
00:03:03 KC Yost
That's my line.
00:03:04 Kelly Scott
inaudible.
00:03:04 KC Yost
That's my line. Nice try, nice try. That's my line, you can't steal that. Well, great. Well, it's nice meeting you and thanks so much for being on the program. It's great to have you.
00:03:14 Kelly Scott
Thank you.
00:03:15 KC Yost
Justin, tell us, how the heck did you get into safety and what's your background?
00:03:20 Justin Ganschow
Yeah, well, I'm the Business Development Manager here at Caterpillar Safety Services. I've been at Caterpillar 16 years and over half of that time is spent here at Safety Services. But believe it or not, I didn't grow up as a little boy dreaming of being a safety professional. I grew up on a farm in Central Illinois, and we never talked about safety on the farm. And it's not that there aren't any risks that are inherent with agriculture, but it just wasn't part of our mindset. I came to Caterpillar out of college and was doing environmental work and didn't really understand why I, as the environmental professional had to go through all this safety training. I wasn't out there turning wrenches. Right? So why did it have to be part of my job? A few years later, I was working at one of our manufacturing facilities in North Little Rock, Arkansas and came into work one Monday morning and was told that I was now in charge of the safety department and quickly had to get up to speed on what safety was. And beyond just the technical, the physical side of safety, what was driving people to do what they were doing. And that really kicked off this journey of understanding culture and leadership and how it all fits together to produce the safest outcomes, whether you're at a Cat facility or at one of our customer sites around the world.
00:04:45 KC Yost
Very nice. Well, thanks again for being on the program, appreciate it very much. Appreciate it. So you guys know and most of our listeners know, that this episode or this podcast is sponsored by Caterpillar Oil and Gas. So when I started this six months ago, I always thought of Cat as yellow iron. I come from the pipeline industry, CAT D6 was the first dozer I sat on and trackhoes and all of that kind of stuff, yellow iron. And then compressor drivers to handle moving natural gas down the pipeline and that type of thing on reciprocating compressors. The longer I do the podcast, however, I find out that Caterpillar is into all sorts of really cool stuff, and learning about the Caterpillar Safety Services is one of those areas that I, again, six months ago never thought of Caterpillar being into. So can you guys give us the little bit longer elevator speech on Caterpillar Safety Services and how it came about and what you guys are doing nowadays?
00:05:56 Justin Ganschow
Yeah, absolutely. So Caterpillar, just like our customers, has been on a safety improvement journey, and really for the past two decades has been focused on what they need to do differently. What is not a part of their current toolbox that's going to be required to continuously improve their safety results? So if you looked at our lagging indicators, our recordable injury frequency from the past 20 years, it's been reduced by 94%, which is a huge number, especially when you consider Caterpillar's got over 120,000 employees around the world. That's literally thousands of people who are going home safer at the end of the day. Along that journey, Caterpillar hit a plateau, where the tools that they had been using that got them from a recordable injury frequency of over 6% down to one, stopped giving them any meaningful returns. We got stuck on a plateau just like again, many organizations do. And at that time, we were asking ourselves, what's missing from our recipe? And we realized it had something to do with culture, something to do with leadership. What were we doing or not doing that was creating a mindset further downstream in the organization where we stopped getting any better? And so Caterpillar went out like many companies do, looking for somebody that had other experience that could help us understand those things and improve. And they found a small consulting company in Portland, Oregon that started in 1974, called CoreMedia Training Solutions. And in true Caterpillar fashion, they bought that company to help them improve their safety journey even further for the enterprise, but at the same time, to serve our dealers and our customers who they knew were also looking for solutions. Because Caterpillar is very focused on solving customer problems, whether they are in productivity or in safety in this case.
00:07:59 KC Yost
Excellent, excellent.
00:08:01 Justin Ganschow
So that happened in 2011, they bought that company.
00:08:06 KC Yost
I see, I see, I see. And so since then you guys have grown and you not only work internally inside Caterpillar all over the world, but you also, as Kelly was pointing out, work in a number of industries and help a number of your customers and clients deal with safety issues, if you will. Right?
00:08:25 Justin Ganschow
Yeah.
00:08:25 KC Yost
Well, great.
00:08:26 Justin Ganschow
Absolutely.
00:08:27 KC Yost
That's super, that makes perfect sense. It's something that benefits you internally, as well as provides a new service to the customers. So, sounds like a pretty good fit to me, so.
00:08:40 Kelly Scott
Exactly.
00:08:41 KC Yost
Last week when we visited, we talked a little bit about what my industry, the pipeline industry was like back in the mid '70s when it came to safety. It's just a nick, it's just a broken arm, don't worry about it, go get it taken care of, and all of that kind of thing. It was just kind of the way things were. You tried to work safely, but when I was granny ragging pipelines, I was wearing an asbestos mask and wearing asbestos gloves to protect me from 450 degree coal tar that I was pouring over top of a pipe. So, times have changed. So we've seen this evolution, if you will, in the oil and gas industry, and safety has become a much larger concern in the industry than it was 50 years ago when I started. So can you tell us why the culture is shifting as much as it is and why it's... I mean, it's an obvious answer, but why it's so important now in 2024 as compared to 1976?
00:10:03 Kelly Scott
I think the safety landscape has changed, right? And it really should be important to every industry, no matter who you are and what industry you work in, because the culture at its basis, it touches and influences everything from what we focus on, what we measure, what we recognize our employees for. So it really should be the solid foundation that you build your operations to get better from.
00:10:32 KC Yost
Do you think that the metamorphosis that we've gone through was driven primarily by the federal government? Again, OSHA was not really going strong at all in the early '70s. I mean, it came about in 1976, if I remember correctly. So the government regulation, making the culture move in that direction, or is it just common sense or is it a little bit of both?
00:11:01 Justin Ganschow
Well, we won't get into politics, here.
00:11:03 Kelly Scott
I think there's a compliance part, right?
00:11:05 Justin Ganschow
Yeah, yeah, yeah, yeah.
00:11:06 KC Yost
Well, but-
00:11:07 Kelly Scott
But we focus more on the proactive side of creating that culture.
00:11:11 KC Yost
Sure, yeah.
00:11:11 Kelly Scott
I mean, obviously compliance is very important.
00:11:14 KC Yost
Sure.
00:11:15 Kelly Scott
You need to comply with the regulations and rules that are out there.
00:11:20 KC Yost
Oh yeah, I didn't-
00:11:20 Kelly Scott
But it really is just a tiny piece of-
00:11:21 KC Yost
Sure, I didn't mean it from that perspective. I meant the government pointing out that this is the way to make things safer and the industry getting the bright idea. What a great thought, what a great idea. So a little bit of pushing, a little bit of pulling, a little bit of running on your own, getting to where we are now, versus where we were in the mid '70s. Reasonable?
00:11:51 Justin Ganschow
I think it's made a big difference. Setting minimal standards is really important. If you've had the privilege to travel to other countries, and I've become a safety nerd. So when I am traveling and I'm traveling through either commercial centers, if you call them that in developing countries, and you look at how construction is done, it's completely different than what you see here in the United States. Even "bad contractors" are heads and tails above where we see things in the lesser developed countries that don't have the regulations that we do. So I think setting those minimal standards has made a huge difference. When you think about regulatory compliance, it is typically applied to managing hazardous conditions. Right?
00:12:44 KC Yost
Mm-hmm.
00:12:45 Justin Ganschow
And what causes most incidents, do we know? Is it hazardous conditions or is it at-risk behaviors?
00:12:53 KC Yost
I would say both.
00:12:54 Justin Ganschow
Would you say, KC?
00:12:54 KC Yost
Well, I think it could be both. I've taken OSHA courses for ditch stability and that type of thing.
00:13:06 Justin Ganschow
Sure.
00:13:06 KC Yost
That's a hazardous situation.
00:13:08 Justin Ganschow
Absolutely.
00:13:09 KC Yost
But it takes someone with the knowledge to not get in that ditch until the ditch walls are secure. Right?
00:13:19 Justin Ganschow
Right, right, exactly. So if we go into an unstable excavation, that's a problem, right?
00:13:26 KC Yost
Yeah.
00:13:26 Justin Ganschow
But we got to know, what makes an unstable excavation in the first place? So it's both, but to shift the culture, it goes far beyond just focusing on compliance. It goes beyond just looking at the safety system, which is absolutely essential, that you can have the best written safety management system and program that money can buy and it's still not be effective, right?
00:13:50 KC Yost
Yeah, it's not implemented.
00:13:50 Justin Ganschow
Because people actually have to do the things. Yeah.
00:13:52 Kelly Scott
Yeah.
00:13:52 KC Yost
I get that, I totally get that. I totally get that. I wasn't trying to say that the industry is coming along, kicking and screaming and all of that kind of thing, by any stretch of the imagination. But the idea of looking at best practices and setting those minimum standards and starting to point out these hazards. I worked for engineering firms for a number of years where just to get on the proposal list for a number of our clients, we had to have certain safety records and we could not exceed certain ratios-
00:14:30 Justin Ganschow
Absolutely.
00:14:31 KC Yost
...and that type of thing, just to be considered. And you could see that that was part of their culture and how things were going along. But to me, it's just light years from where we were 50 years ago and I think it's a grand awakening in the industry, as well as government, call it supervision or call it-
00:14:53 Justin Ganschow
Sure.
00:14:54 KC Yost
...government monitoring or whatever the case may be. So it's all really cool. So where we are right now, what is the ultimate goal of your customers when it comes to safety?
00:15:11 Justin Ganschow
Yeah, ultimately, they're trying to send everyone home safe. And what we've come to realize in helping customers do this in the past 50 years now, is they're trying to build cultures of resilience. A resilient safety culture.
00:15:29 KC Yost
What does that mean?
00:15:31 Justin Ganschow
Well, if a culture is resilient, it will resist pressures. Right? And we all know that it doesn't matter what industry you're in, there are a lot of pressures on your people out there in the field, on the front line. And those pressures come from above, and the pressures on those people come from inside and outside. Right? They're pressures from leadership to hit targets and production goals, there are pressures from the customer to hit deadlines on getting things completed, and those pressures are real. And if they have a resilient safety culture, it will resist the temptation to compromise safety when those pressures mount. Right, Kelly?
00:16:15 KC Yost
Gosh, I like that.
00:16:16 Kelly Scott
Mm-hmm. Yes.
00:16:17 Justin Ganschow
Thank you. Kelly, what would you add to that?
00:16:20 Kelly Scott
Yeah, it's keeping safety as a core value, right? And not shifting when things change. And also, just change in business is inevitable. Right? So we have to really embrace it and then recover quickly when something changes or a challenge presents itself, we have to bounce forward. And then we also need to be proactive. We have to anticipate the challenges that are coming ahead of us, and we also want to learn from just everyday work on the job site. We want to make mistakes, but more importantly, we want to learn from them as we go.
00:17:01 KC Yost
And going back 50 years ago to the day where you saw a guy doing something that you thought was crazy, putting two six-foot step ladders together to climb up 10 feet up into the air and do something. Well, yeah, I'll mention it to the safety guy when I see him or something like that, let it go. To the culture that I see now where it's basically, you see something wrong, all stop. Any person out on the job site can shut the job site down if they see something done wrong. So we've literally come 180 degrees, well, maybe 170 degrees from where we were. And I just find it wonderfully remarkable and quite impressive, so kudos to you guys for carrying the banner and keeping that going. God calls us human, we all make mistakes. I get that. So-
00:18:06 Kelly Scott
I don't, but.
00:18:10 Justin Ganschow
I can attest to that.
00:18:12 KC Yost
Very good, very good, so but those who do make mistakes, Kelly, what do you tell your customers how to deal with mistakes of their employees and to treat that as a learning opportunity, or what I would call a coaching opportunity, versus something that requires blame and punishment? I mean, this is all part of the cultural shift that you guys are advocating here and pushing, right? So how do you do that?
00:18:48 Kelly Scott
Well, it really all starts with leadership. Practicing that vulnerability, so to speak, and maybe it's just sharing something, a mistake that they've made and some of the things they learned from it or what they took away from it. And it's really asking open-ended questions to try and understand the whole context of what happened. So I do think leaders need to really show that kind of vulnerability because at the end of the day, we do want to learn and we want to understand all sides of the story. So I think by leadership, just showing that vulnerability and then asking those questions, it's great to set the stage for more open-ended learning.
00:19:41 KC Yost
Okay. Justin-
00:19:43 Kelly Scott
inaudible.
00:19:42 KC Yost
...did you have something to add on that? Yeah.
00:19:45 Justin Ganschow
Yeah, I agree. And I think it's also a shift for a lot of organizations to start thinking that way, because a lot of times we expect people to perform perfectly, 100% of the time, 8, 10, 12 hours at a time. And we know that that's not humanly possible. I mean, none of us can do it, right? Our minds drift just on the drive home, right?
00:20:10 Kelly Scott
Well, well, yeah, yeah, yeah.
00:20:11 Justin Ganschow
Well, besides Kelly.
00:20:12 KC Yost
Other than Kelly.
00:20:12 Justin Ganschow
Right, right. But if we can help leaders, whether it's a foreman or a CEO, understand how people work and how they perform, and then to examine that in the context of their safety system. Like, do they have all the safeguards in place for when somebody does make a mistake? It doesn't transform into a significant incident that is life-altering. Right? Do you have all that capacity built into your safety management systems, because people are going to make mistakes? And who knows best where those mistakes are likely to happen? It's the people out there on the front line, right? But if you've created a culture where people don't report things, they don't report the small things, they're hesitant or scared to speak up because they think either their peers or their boss is going to come down on them because of those pressures. Right? We got to get the job done. It's the end of the day, it's the end of the week, it's the end of the quarter. Right? That deadline is approaching. If they don't speak up, if they don't slow down because of those apprehensions, the lack of what we call psychological safety, the organization won't learn from the people closest to the risk until it's too late. So it starts with that, as Kelly was saying, that leaders creating that environment of openness, asking questions, inviting people in to share what's not working, what might go wrong. And then listening intently to what they have to say and making change if it's necessary.
00:21:41 KC Yost
Safety culture is a top-down flow. It's not a bottom-up flow. Correct?
00:21:50 Justin Ganschow
It starts at the top.
00:21:51 KC Yost
Yeah, you were talking about the leadership and if the leadership buys into it, they can make sure that the second tier buys into it and continues on down to build that culture. And as you were saying, it's all in how you maintain that culture and you address small issues before they become big issues. But I don't know how many times I've gone to a construction kickoff meeting and the first thing that is said is, every single person out there on the job site has full stop capability. If they see something wrong or if they see something that they think is wrong, you must allow them to shut the job down. Whether it's right or wrong, shut the job down, find out what the issue is, address the issue before it becomes an incident and a problem. And I think that's a real top-down set of values that really presses forward in the energy industry as a whole anymore, I think, and very exciting to hear. So I'm all about KPIs, engineer with an MBA. What do you expect, right?
00:23:17 Justin Ganschow
Right.
00:23:17 KC Yost
So, and you're talking about meeting deadlines, getting certain things produced and all of that, and trying to meet the end of month deadlines and all that kind of stuff. But by the same token, you have KPIs in safety. Right? So how can, let's say the absence of injuries or the absence of recordable injuries tell an organization that they're doing the right things?
00:23:48 Justin Ganschow
That's a great question.
00:23:49 KC Yost
Or it doesn't tell them?
00:23:50 Kelly Scott
Yeah, it is.
00:23:51 Justin Ganschow
It's a great question, we hear it all the time. The old adage is, what gets measured gets managed, what gets recognized gets repeated. And I'm going to do what I think my boss wants me to do, first and foremost, right?
00:24:06 KC Yost
Right.
00:24:06 Justin Ganschow
Whether that's driving safety, or production, or profitability, or quality. Whatever I hear the most from my boss about is what I'm going to be focused on. It's a pretty simple equation, right? And in terms of safety, a lot of organizations measure the lagging indicator, right? The recordable injuries. I told you what Caterpillar's was earlier, right? We know what that is. It's the score of the game. But what is it really a measure of? It's a measure of failures. It's a measure of accidents, of mistakes, of things we didn't intend to do. And in what other area of your business are you setting goals and targets around the number of times you expect to fail? Are there any? Right, it's backwards.
00:24:50 KC Yost
No, no. Yes, it is.
00:24:51 Justin Ganschow
It's not a KPI because there's no performance to it. Right? And if the organization is intently focused on those lagging indicator outcomes, those failures, what are the people out there on the front line that might be exposed to them, what are they likely to do if something bad happens? If it's insignificant in their eyes, in their mindset? They won't report it.
00:25:14 KC Yost
Keep on doing, yep.
00:25:15 Justin Ganschow
Right?
00:25:15 KC Yost
Right.
00:25:15 Justin Ganschow
Because number one, they don't want to look like a failure. They don't want to admit that they've failed. They don't want to let everyone else down if there's a reward that's tied to that failure rate, so they don't speak up. And they don't want the scrutiny, right? A lot of organizations have really big, robust incident investigation processes and the people involved get called into the boardroom and they're put under a spotlight and it's scrutinized, and nobody wants to go through that. So if you can, like we did on the farm, rub some dirt on it, wrap it in duct tape and go back to work, that's what you're going to do. But if you can flip that, if you can turn safety into something that really is a key performance indicator that's focused on what people are doing positively and proactively, as Kelly was saying, every day, week, and month, and make those things meaningful and valued because there is recognition tied to it that people actually care about, it can completely transform the performance of your organization and improve safety. And that's one thing that we help our customers do here. And it could be a big paradigm shift in a lot of organizations.
00:26:20 KC Yost
The first time I ran into a reward-based safety system was probably 25, 26 years ago on a fairly large project here in Houston. And there were six clients involved in this project that we were doing work for. And they basically set up deal where if we went X number of hours without an injury, then they would draw out of a hat and reward, I don't know, gift certificate or something like that, for the successful completion of so many hours and all of that kind of stuff. And they continued that throughout the entire project. Is that, for lack of a better phrase, carrot approach still used, or is it followed, or-
00:27:15 Justin Ganschow
No.
00:27:17 KC Yost
No? Okay.
00:27:19 Kelly Scott
Well-
00:27:19 Justin Ganschow
It makes my skin crawl. It is used, yes.
00:27:22 Kelly Scott
When we do.
00:27:23 Justin Ganschow
Is it the right thing? No.
00:27:24 KC Yost
I'm sorry, I didn't mean to upset you or anything, but-
00:27:27 Justin Ganschow
This is over.
00:27:27 Kelly Scott
Yeah, we're done.
00:27:31 KC Yost
All right, well have a good day. No.
00:27:35 Justin Ganschow
No.
00:27:35 KC Yost
So but anyway, it's still done. But it's not the preferred method, in your expert opinion?
00:27:43 Justin Ganschow
Right, because it's still rewarding the wrong thing, right?
00:27:46 KC Yost
Yeah.
00:27:46 Justin Ganschow
Because even if it's for something small like a pizza party or a barbecue for the team, if I can hide something small that happened so that I don't ruin that for everyone else, I'm going to do my best to do that because I don't want to let my buddies down. Right? So what should you be doing? You could tie it to, hey, we worked this entire month and we had good catches where we found 300 potential significant injury potential hazards, and we corrected them on the spot. Right? That's turning it positive and proactive and preventing something potentially really serious.
00:28:24 KC Yost
Oh, I like that.
00:28:24 Justin Ganschow
And that requires people to take action, right? And also to document it and pass it up the chain so that when the project manager comes out or the region manager comes out, they can go talk to people on the front line. "Hey, I heard that you found a sling that was severely abraded that could have broken when we were lifting a pipe and really hurt somebody. Thanks for calling that out. Thanks for stopping the job. We tell everyone they have the stop work authority, thank you for stopping the job. It matters to me. I heard about it. I'm your boss's boss's boss." That stuff will also get around and that's what we want.
00:28:59 Kelly Scott
Powerful.
00:28:59 Justin Ganschow
We want safety to infiltrate those types of conversations and make it positive and proactive and reward those behaviors that you're looking to replicate, versus we didn't report any injuries. Right?
00:29:12 KC Yost
Gotcha, gotcha.
00:29:13 Kelly Scott
Then those behaviors just get repeated, right.
00:29:17 KC Yost
I understand. I understand, and I see the transgressions of the past, and-
00:29:24 Justin Ganschow
But we learned from those, we learned.
00:29:26 KC Yost
Well, I get it. I get it. So my experience from 50 years ago and 25 years ago, we've evolved to where we are today. Where do you guys see the future and the next big challenge or opportunity in advancing safety cultures from, if you will, the dark ages of me in the'70s? Where do you see us going?
00:29:57 Justin Ganschow
Well, I think what's happened already is that the workforce has evolved. What today's workforce cares about, and this is whether you're in manufacturing, or construction, or oil and gas or whatever, they care about different things. They care about having relevance. They care about being seen and heard and cared for. And so those organizations that are taking that approach to culture, whether it's safety culture, company culture, where they're bringing people along and they're caring about them holistically, they're the ones that are going to retain those best workers. That reputation's going to spread. It's going to make them more competitive. It's going to make them safer. It's going to make them more productive, more innovative. And that's where I see it going right now. It's, people are thinking more holistically about their people.
00:30:47 KC Yost
Okay, so it's actually getting off of that plateau that you talked about at the beginning of the conversation, and moving in and making the culture more secure and inbred in the way something is manufactured or built or just day-to-day office work. Is that what I'm hearing you say? Just refining that work.
00:31:15 Justin Ganschow
Yep, and it's thinking about the people collectively, like their wellbeing-
00:31:19 Kelly Scott
Right, as a whole, right?
00:31:19 Justin Ganschow
...on the job, off the job. Right? Leaders are having to become coaches and counselors and really understand their people, and those companies are rising to the top. They're talking about psychological safety and mental wellbeing. And I mean, we just all went through a pandemic together that has changed the way that we work and what people care about, and safety's a big part of that. Caterpillar as an enterprise is now focused on building a foundation of care. So we practice what we preach and what we help our customers achieve as well at Caterpillar Safety Services.
00:31:56 KC Yost
Super, super, super. Dog gone, we're starting to run out of time. I really enjoyed the conversation quite a bit. Is there anything else you guys want to add before we go ahead and sign off for this episode? I understand you guys are coming back, I'm looking forward to it.
00:32:10 Kelly Scott
Right. Stay tuned, more to come.
00:32:13 KC Yost
Yeah.
00:32:13 Justin Ganschow
Yeah, and we will dive into, what does it take to build that safety culture of resilience? We know that there are four components that an organization needs to have in place to create and sustain resiliency. So you have to stay tuned to hear what those four components are, and hopefully we have some other guests joining us as well, that are applying it out there in the field.
00:32:37 KC Yost
Excellent, excellent. Well, we'll look forward to those. We'll look forward to those. Well, again, thank you guys very much for taking the time to visit with us today.
00:32:45 Kelly Scott
Thank you.
00:32:46 KC Yost
Appreciate it very much. Great having you on. If anyone would like to learn more about Caterpillar Safety Services, you can find them in a couple of different ways on the website. You can do the hard way and go to cat.com/en_us/support/safetyservices.html, or you can do it the way Kelly would do it and just go cat.com/safety, cat.com/safety.
00:33:14 Kelly Scott
Keep it simple.
00:33:14 KC Yost
Yeah, exactly. Exactly. Thanks to all of you for tuning into this episode of the Energy Pipeline podcast, sponsored by Caterpillar Oil and Gas. If you have any questions, comments, or ideas for podcast topics, feel free to email me at kc.yost@oggn.com. I also want to thank my producer, Anastasia Willison-Duff, and everyone at the Oil and Gas Global Network for making this podcast possible. Find out more about other OGGN podcasts at oggn.com. This is KC Yost saying goodbye for now. Have a great week, and keep that energy flowing through the pipeline.
00:33:52 Speaker 6
Thanks for listening to OGGN, the world's largest and most listened to podcast network for the oil and energy industry. If you liked this show us a review and then go to oggn.com to learn about all our other shows. And don't forget to sign up for our weekly newsletter. This show has been a production of the Oil and Gas Global Network.
With 20 years of experience in public health and private industry, Justin Ganschow is a sought-after international keynote speaker and writer on the impact of leadership and human biology on workplace safety and culture. His thought-provoking, science-based content and emotion-stirring real-world experiences engage dozens of audiences around the world each year. From growing up on a farm to working as an EHS professional in the heavy equipment manufacturing industry and serving as a consultant to a variety of industries, Justin focuses on the “why” behind the “what” – inspiring frontline employees, leaders, executives and safety professionals alike to think and perform at a higher level. Currently he serves as Business Development Manager with Caterpillar Safety Services in Peoria, Illinois. Justin is a Certified Hazardous Materials Manager (CHMM) and Certified Safety Professional (CSP) with a Bachelor of Science in Environmental Science and a Master of Science in Biology from Bradley University.
Kelly Scott has 18 years of experience in consultative selling and account management experience across diverse industries including IT, healthcare, manufacturing, utilities, and public sector. Her customer-first approach is driven by a passion for problem-solving, collaborative solutions, and a perpetual growth mindset. Since joining Caterpillar Safety Services, she has helped many customers overcome organizational challenges by fostering growth and excellence through employee engagement, process improvement, and leadership empowerment. Her dedication to steering positive transformations, resulting in sustainable successes, highlights her commitment to making a positive impact on lives.
KC Yost, Jr is a third generation pipeliner with 48 years of experience in the energy industry. Since receiving his BS in Civil Engineering from West Virginia University, KC earned his MBA from the University of Houston in 1983 and became a Licensed Professional Engineer in 27 states. He has served on the Board of Directors and on various Associate Member committees for the Southern Gas Association; is a past president and director of the Houston Pipeliners Association; and was named the Pipeliners Association of Houston “Pipeliner of the Year” in 2002. KC is an expert regarding pipeline and facility design, construction, and inspection; has spoken before federal, state, and local boards and numerous industry forums around the world; and has published articles on these same subjects.