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What initiatives and projects are you working on or accountable for?

• Safety Management System (SMS) implementation
• Environmental sustainability and reporting
• Talent development and team building
• Digitalization and process streamlining
• Risk reduction and compliance
• Recognition
  

“Safety management systems are all the rage. If a company doesn’t have an SMS, they’re looking now.”

“My entire focus for the last three years—no exaggeration—has been building and implementing a management system.”

“Working very closely with the sustainability group on their new system for reporting.”

“Working with my manufacturing sites on our sustainability goals.”

“Building the team and making it look more professional.”

“Initiatives around how we digitalize our processes, making them more streamlined, more agile.”

“Standardization, meaning workflows with SOPs and checklists.”

“We have a larger program to continue to drive down our safety incidents and lost-time incidents.”

“Trying to keep up with rules and regulations across two different groups, transportation and logistics.”

“Safety recognition, as a component of a safety management system. So, for example, out of about 60 people on my team, I have three that work on recognition.”

“The one general initiative I’m in charge of is to ensure that every project, every initiative, every step of strategy, tactical execution and transactional execution that we have within my department runs congruent with and supports our overall company initiatives.”

Overarching goals often include risk reduction, compliance, and driving down incidents.

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Will these initiatives change in the next 6 to 12 months?

• Yes, as safety focus shifts
• Yes, as normal evolution and adaptation
• Not much, due to long-term planning and stability
• No, doubtful or minimal change

“There’s a fundamental shift in how we look at safety and identifying risk and eliminating risk. So, yes.”

“They will change. We’ll evolve and start our planning cycle for next year.”

“Some of those initiatives will roll over, but others will drop off our list.”

“We’re looking at three to four-year plans, even with recognition of that nature.”

“I don't think so.”

Organizations with a larger scale tend to adopt a long-term view, focusing on three to four-year plans, providing stability to their initiatives. That said, initiatives often evolve in the planning cycles for upcoming years.

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What initiatives do you envision in the next three to five years?

• Digital transformation and common platforms
• Environmental initiatives
• Continuous evolution of technology
• Proactive shift and risk reduction
• Focus on safe driving
  

“Fundamental shifts in the digital journey.”

“Looking for common digital platforms to streamline processes.”

“Moving a lot of the work into one digital platform and monitoring it that way.”

“Continuous evolution in the digitalization space, deploying new iterations of technology.”

“More focus on environmental justice initiatives and programs.”

“Being more aggressive with reducing energy usage, water consumption, and waste disposal.”

“Shift from reactive to proactive work in safety, focusing on risk reduction.”

“As we get better at EHS, there will be a shift towards more proactive approaches.”

“Continuous focus on core risk reduction initiatives in key areas.”

“Fleet safety will continue to evolve, deploying technology like telematics and wearable tech.”

“Safe driving is going to be one a focal point. It really doesn’t exist now.”

“Working on generative artificial intelligence with our IT team and virtual reality learning for safety training.”

The digital transformation is a prominent theme, emphasizing the need for common platforms, increased efficiency, and real-time monitoring. Environmental initiatives are also gaining importance, with a focus on environmental justice, energy reduction, and sustainability.

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What are your key performance objectives?

• Proactive safety measures
• Reducing injuries and implementing safety technology
• Environmental stewardship
• Improving workplace culture
• Recognizing employees and providing comprehensive benefits
  

“Moving away from injuries and into more proactive measures.”

“Reducing recordable and lost-time incidents, and environmental losses.”

“Lowering in heat-related injuries and illnesses.”

“Applying fleet safety technology.”

“Maintaining operational excellence with safety as a key objective.”

“Keeping the environmental condition as low as possible, minimizing releases.”

“Ensuring, that in our culture, employees are the most valuable resource and safety is the top priority.”

Safety leaders are shifting towards more proactive measures, focusing on the implementation of programs and even ISO 45,000 certification.

What are your aspirations for personal success and growth? (overall)

• Team building
• Continuous learning and professional development
• Leadership legacy and talent development
• Establish trust and personal connection
• Focus workplace culture on employee value and safety
  

“Building a strong and strategic health and safety team.”

“Making my team sustainable so everything isn’t dependent on one person.”

“Constantly being challenged, regularly learning something new.”

“I’d like to earn additional certifications, such as Certified Safety Professional (CSP).”

“Continuing to grow and develop as a leader.”

“Growing and developing talent, leaving a legacy of capable experts.”

“Developing talent into functional leaders, not just subject matter experts.”

“Cultivating the trust and personal relationships where employees openly share incidents so we can learn and improve without any fear of blame.”

“Shaping a culture where people feel and know they’re valued as the most valuable resource.”

“Ensuring each employee returns home in as good or better shape.”

Safety leaders are committed to professional development, both for themselves and for their teams, highlighting the importance of growing the next generation of safety leaders.

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What aspirations do you have for your organization?

• Operational success and long-term health
• Transform the perception and approach of EHS
• Safety and environmental excellence
• A culture of safety and employee engagement
  

“Helping the operations team make better safety decisions for the long-term health of the organization.”

“I’d like to see us move from acting and being seen as a necessity for compliance—just reactionary—to being proactive about keeping our people safe, being a good citizen within our communities.”

“To continue to have the best safety and environmental numbers among our 16 similar pharmaceutical company peers.”

“To create a culture, a sustainable long-term culture, of safety based on employee engagement and involvement.”

There is a clear desire to transform the perception of EHS from a compliance-driven function to a proactive asset supporting the organization. Striving for excellence in safety and environmental metrics is also a common theme, often benchmarked against industry peers.

What challenges do you face in your role? (overall)

• Cost constraints and economic pressures
• Resistance to change and standardization
• Talent retention
• Organizational culture and trust
• Complacency
  

“Cost constraints are a big one right now.”

“Companies are stressing about the economy, downsizing, and de-risking.”

"Resource allocation is always a challenge, making business cases for more resources.”

“Overcoming attitudes towards standardization and change.”

“Talent retention is a challenge for sure.”

“It’s an uphill battle due to a blame culture and lack of trust in safety investigations.”

“Staff getting complacent or bored with safety routines.”

“People’s behavior is a major issue, especially in combating complacency."

“Balancing the cost of health and safety with product delivery is a major challenge.”

Cost constraints and downsizing are significant challenges, reflecting the broader impact of economic conditions on safety initiatives. Likewise, behaviors and attitudes including blame culture, complacency, and resistance to safety routines highlight the importance of addressing human factors in safety leadership.

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In the next 6 to 12 months, will those challenges change?

“No.”

“Not that soon. It’s kind of a winning-one-person-at-a-time type of thing. And it’s slow.”

“Inconsistent regulatory priorities, affected by political changes, make me pessimistic.”

“Talent retention may improve if the economy weakens.”

“Realistically, I think that’s a pretty short time frame. But I hope we’ll see some progress.”

The overall sentiment is cautious, with limited expectations for significant change within the next year.

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With regard to those challenges, what does success look like if you solve them?

• A cultural shift
• Timely reporting and supplier engagement
• More resources
  

“Success is when they stop the passive aggressive behavior, nodding in agreement in the room but telling site leaders to ignore everything.”

“When they understand it’s not about a single site or region but about how we operate as a company on a global basis.”

“From a reporting side, it’s accurate reporting software and getting all suppliers to put their numbers in a timely manner. That’s crucial for elevating safety and environmental issues.”

Metrics should focus on a system-level approach and open reporting to truly measure safety progress.

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What types of risks do you face in your role?

• Resource utilization
• Reputational harm from safety incidents
• Operational risks and fleet safety
• Hazardous waste management
• Psychological and emotional wellbeing
  

“Using what resources we have effectively. When we can’t do everything we want to do, we sometimes get frustrated and don’t do what we can do.”

“One of our biggest risks is high turnover, meaning we lose knowledge and consistency in our employees.”

“Damage to my company’s reputation due to a serious safety incident, like a fatality, is a major concern.”

“The risk profile is broad and dynamic, but fleet safety is at the top.”

“If someone loses an arm around 10 other people, that can be a traumatic situation for everyone. We need to address the psychological and emotional wellbeing of everyone.”

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What types of risks do you face in your role specific to Safety?

• Changing priorities of regulators
• Privacy (related to technology)
• Climate change
• Talent retention and compliance
  

“Constantly changing priorities when it comes to regulators. Consistency from a political approach is a problem. More so in the US.”

“The risk is what’s out there that we don’t know about that no one’s reported.”

“Using technology appropriately while maintaining personal privacy.”

“Teaching employees to work safely around robotics and automation.”

“Climate change poses risks like heat stress and severe weather, requiring robust response protocols.”

“Compliance standards are becoming more stringent and difficult to meet, especially if we struggle to maintain talent.”

Shifting regulatory priorities and political influences create a moving target for many safety leaders. Evolving compliance standards play a significant role in shaping safety practices and organizational values. And factors like climate change introduce new risks, emphasizing the need for robust protocols and adaptability.

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What problems do you face that obstruct your operational and functional goals or objectives?

• Speed to market (of technology)
• Employee turnover
• Weak leadership
• Poor communications
• Lack of time
• Resistant culture
• Complacency
• Insufficient collaboration
  

“We have 80% turnover on the EHS side. Company-wide, it’s a reliable 11%. We struggle with business and safety continuity.”

“People get tired of the same routines. It’s human nature, so you have to push as hard as you can, even though sometimes it’s in vain, but you have to do it, or at least you have to be seen doing it and be recorded doing it.”

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What problems do you face that obstruct your personal and performance goals?

“I’m gonna say my boss, and I know that sounds really bad. He’s just constantly moving deadlines and it’s really problematic.”

“None at work, but with family commitments outside of work, I struggle to get find time to work on that certification.”

What obstacles to business goals does your organization face?

• Regulations
• Employee turnover
• Issues with internal operations
• Financial considerations
  

“The regulatory landscape is obviously challenging, especially with our politics in the U.S.”

“More regulatory changes—without consulting the industry—create disruptions.”

“The turnover problem has actually been fairly big.”

“Internally, I’d say inventory levels, supply chain issues, and an upcoming CEO change.”

“Macroeconomics, union negotiations, and business evolution pose risks to our organization.”

“Cash flow issues due to conservative pricing and loss of product exclusivity.”

“External distractions, like environmental expenditures, impact our financial priorities.”

“Softening demand and transitioning from a delivery to a logistics service provider.”

“Adapting to market shifts and behavioral changes is crucial for organizational growth.”

Talent turnover poses a threat to both personal and business goals. Likewise regulatory uncertainties require safety leaders to be adaptable and plan strategically.

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How do you tie your purchase process to larger company goals or initiatives?

“I look at the company’s objectives and make sure my group’s goals and objectives and budget really support them."

“We try to align with what the company needs to do and make sure we have the tools to support that.”

“We have a stage gate process that pushes very clearly towards senior-level strategic alignment.”

“Typically, we just try to be good fiscal stewards of the organization’s money.”

“We build a business case versus just telling people, ‘Let’s do it ‘cause it’s the right thing to do.’ A business case will always sell an operator or a business person faster.”

“If we’re purchasing any type of new equipment services, software, et cetera, we make sure we do competitive bidding as part of the process.”

Safety leaders put an emphasis on financial stewardship and cost efficiency, focusing on getting the best value for the organization’s money.

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What strategic factors (e.g., business expansion, competencies, cultural fit) impact the purchase decision process?

• Global applicability and adaptability
• Company strategy and financial constraints
• Alignment with organizational goals
• Mergers and cultural integration
• Vendor flexibility and customization
  

“How broadly can we use this product or how broadly can we implement this process? We always want that global solution.”

“The solution needs to be adaptable. We need to be able to change it or have a vendor or support staff that can change it to meet the needs of a global group.”

“Company strategy has an impact because it can untie the purse strings. There’s definitely a huge financial component.”

“When we look at how we’re going to grow the company or what we’re going to grow in the company, that’s going to have a big impact on purchasing.”

“You need clear alignment on initiatives to avoid expenditure challenges.”

“If there’s any sort of merger going on—or on the horizon—get your ducks in a row because it’ll impact your ability to purchase.”

“Flexibility of the vendor to customize their product to what we need is very important. That can make or break the decision.”

The applicability and adaptability of products or processes and the flexibility of vendors are key considerations, especially for companies with a global presence.

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What financial factors (e.g., revenue growth, cost containment) impact your purchase decision process?

• Long-term planning
• Budget considerations and ROI
• Supplier evaluation
• Payment processes and guarantees

“We always look at a range of financial factors. Obviously, return on the capital, return on investment dollars is always key

“If your budget expectations are flat or falling year over year, inflation can be a factor in realizing your strategy.”

“In my case with oil and gas, we watched the daily oil price. And that’s such a short-term shiny object in the ditch. But it’s the truth.”

“Price, quality, customer service, and brand reputation from the supplier or company we’re dealing with.”

“We would also look at the financial stability of the companies we’re considering.”

“The payment process—of course, it depends on the company. Some companies have no issues at all with paying everything upfront. But most of the time the payment of the purchase platform is one of the criteria.”

“A guarantee, that if something goes wrong, what kind of service we’ll receive to fix the problem or some kind of guarantee of how well we’ll function for the next 12 to 24 months.”

Enterprises align financial plans and purchase decisions with broader organizational goals and long-term objectives.

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What operational factors (e.g., workflow efficiency, productivity) impact your purchase decision process?

• Data consistency and integration
• Software integration and analytics
• Operational efficiency and safety integration
• Unions
• Cybersecurity concerns
  

“Making sure the software can integrate or crossover for pulling any type of data.”

“Operations couldn’t care less while I was doing all this, but as we implemented, they realized some sites had told us they’d never had an injury. Even simple definitions needed integrating.”

“We have to emphasize that operational efficiencies and being safe are not mutually exclusive, they’re no different at all.”

“In terms of operational factors, the Union.”

“The major issue is cybersecurity. No matter how good their system is, it has to be integrated with our own IT infrastructure.”

“Sometimes there’s an option to entirely outsource to a third party. But our IT people get nervous and irritated when they hear about outsourcing the whole thing.”

Standardized data reporting, integration across sites and regions, and cybersecurity are major factors in purchase decisions.

What unique language or vocabulary (e.g., keywords, phrases) is commonly used in your job role or industry to describe needs, pain points, initiatives, and challenges?

• KPIs (Key Performance Indicators)
• ROI (Return on Investment)
• SWOTs (Strengths, Weaknesses, Opportunities, Threats)
• PPP or CPP (Price or Cost per Piece, usually pieces of equipment)
• SMK (Shared Management Knowledge)
• 1^st Tier, 2^nd Tier, 3^rd Tier (referring to events or incidents)
  

“The jargon usually refers to pieces of equipment, processes, or incidents.”

“Self-protection measures and many tools are part of the industry language.”

“We definitely have our own unique language in this space, and it’s all acronyms.”

“As a rule, I try not to use acronyms and abbreviations. Partly because I have global teams, and acronyms lose their meaning in other languages. So I try really hard to use the complete words in both written and verbal conversations.”

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How do you use internet searches to learn about market trends, vendors, or products (e.g., keywords about an industry problem or initiative, a specific product/technology category, or a particular vendor)?

• Initial idea generation
• Regular updates and benchmarking
• Preparation
• Dedicated market intelligence
• Regulatory compliance
  

“The internet helps us identify whether a tool would work for a project or whether that tool even exists. But that’s about it.”

“I do some Googling to see what else is out there, but most of my research is reaching out to vendors and using my network.”

“My team members probably use internet searches weekly, for benchmarking or staying updated on industry developments.”

“We’ll do a bunch of searches on the internet if we’re preparing for upgrades or programs.”

“We have a guy dedicated to doing market intelligence, focusing on government and medical regulations and hazardous materials.”

“It’s good for staying up on platforms, policies, products, and regulations, especially in areas with legal implications.”

“We wouldn’t really use internet searches for those purposes.”

While internet searches are common, many safety leaders emphasize the importance of a hybrid approach that also involves online vendor engagement, leveraging their networks, and dedicated market intelligence to stay informed about industry trends.

Do you sponsor or champion the purchase of a Safety product, service, or solution? If not, who does?

• Yes (majority)
• Sometimes
• No, IT
  

“Everything that’s purchased in that space is either coming through myself or with my immediate team.”

“In some cases, the sites will buy something and then it we’ll realize it’s a solution we can use more broadly. So yes, but it’s gonna come out of the EHS function.”

“If it’s a large purchase, absolutely. If it’s more minor, no.”

“If it’s an IT type of product, it would probably reside in the IT function or in the project management function.”

“It could be the CTO, or more likely a member of the project execution team from IT who’s the project lead.”

Sponsorship roles often depend on the nature and significance of the purchase, with individuals from the EHS function, executive leadership, and other relevant departments taking on key sponsorship responsibilities.

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Do you make the final decision for the purchase of a Safety product, service, or solution? If not, who does?

“Typically, yes.”

“I—and my direct reports—make the decision.”

“It depends on where it’s going to be used. If a site finds it and they’re going to use it at that site, then the site leader can make that decision. If we’re going to use it regionally or globally, then it’s me and my regional folks.”

“The final, final decision would be with our CFO, but I’d be the final functional decision maker.”

“The executive team sits down and we hash it out, and ultimately our CEO takes our recommendation and makes a decision.”

Do you use the purchased product, service, or solution on a day-to-day basis?

“Yes, along with my direct reports.”

“Yes, maybe not daily, but close.”

“No. It’s my staff, their direct reports, and the rest of our EHS professionals in the network.”

“Yes, and everyone around me. If you don’t have access to the system, you can’t do your job.”

The level of involvement vary based on role, organizational structure, and the nature of the safety product, service, or solution.

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Do you handle procurement and negotiation, or manage the settling of terms, conditions, and pricing?

“No, we’re part of that discussion, but typically, our procurement group handles all the final negotiations and contracts.”

“That’s all done by our procurement team.”

“Where we can do them on a large scale, either regionally or globally, we will. But if we can’t, then it’s up to each individual site.”

“We’re a huge organization. If it’s strategic, the answer is, yes, I’ll be involved. If it’s tactical, probably not.”

“I’ll do it unless it falls under the potential practice of law. And then our in-house counsel helps me.”

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In what key stages of the purchasing process do you play an advisory role?

• Initial scoping
• Field or site decision-making
• Throughout
• None

“On any larger purchase, I’m involved the whole way. The only advising I do is during the initial scoping.”

“Our people in tactical field solutions know their work better than I. I’ll be an advisor, but mostly to know what’s going on. Because if the CEO asks me about it, I better have an answer.”

“Normally, I get told when a site decision is happening and unless I have a major problem with it, I don’t interject.”

“It’s kind of every stage and no stage. I’m always operating in an advisory capacity, but ultimately, I’m deciding on every step of the process.”

“If we're talking safety function, then I’m key decision maker. I’m not an advisor. I don’t play an advisory role.”

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Who are the other members of the buying group and what are their roles?

(from most mentioned to least)

• CFO (Chief Financial Officer)
• CEO (Chief Executive Officer)
• COO (Chief Operating Officer)
• CHRO (Chief Human Resources Officer)
• CTO (Chief Technology Officer)
• Safety Director
• Safety Manager
• Safety Coordinator
• Procurement Team
• Legal Team
• HR (Human Resources)
• Labor Representative
• IT (Information Technology)
  

“The C-Suite and executive team all have influence.”

“Legal and IT are both there in an advisory capacity.”

“Procurement, obviously, is a key partner in terms of market searches, evaluation, providing context on certain vendors so we know they have scale and capability to deliver for a company of our size.

“Input from HR, from a services perspective, is critical.”

“All of our safety directors and coordinators have a hand in vetting vendors. And their feedback impacts the decision.”

The prominence of the C-Suite, especially the CFO, in the buying team for Safety products and solutions reflects the strategic importance of Safety within these organizations.

What is the purchase decision process at your organization (e.g., discovery, evaluation, commitment)?

“There’s gonna be health and safety, risk management, finance and accounting, operations, legal representation, and technology solutions involved.”

“There’s a third-party group, Verdantix, that evaluates all kinds of safety EHS software. We’d look to them to give us input on vendors we’re considering.”

“We pilot vendors to see how they perform, and test for cost, scalability, and other elements.”

“Once we make a decision, our procurement people get us more favorable pricing and terms.”

The purchase decision process may involve one or more of the following phases:
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• Collaboration among a comprehensive, cross-functional group to identify priorities and options
• Vetting of vendors that includes third-party evaluation of capabilities and assessing the experience of existing and previous clients
• Proof of performance/piloting to ensure the solution meets the organization’s needs
• Engaging procurement to obtain favorable pricing and terms

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Please rank your involvement in the discovery (early) phase of the buying process from 1 to 5.

Avg: 3.9

Range: 1–5

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Please rank your involvement in the evaluation (middle) phase of the buying process, 1 to 5.

Avg: 3.3

Range: 2–4

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Please rank your involvement in the commitment (final) phase of the buying process, 1 to 5.

Avg: 4.6

Range: 3–5

How do you evaluate Safety vendors to choose one over another?  

• Quality (uptime, longevity)
• Cost
• Scalability
• ROI
• Ease of implementation
• User interface
• Environmental impact/sustainability
• Mobile apps
• Availability (knowledgeable local reps)
• Customization
• Client referrals
• Competitive analyses
  

“Quality and price.”

“We often don’t purchase the cheapest option. Cost is a part of it, but we look at the longevity of the product, how well it fits into what we have now, and its overall ability to address the need.”

“That’s where the RFP comes in. We say, ‘What are the must-haves?’ If it doesn’t meet the must-haves, no matter how much we like the product, we can’t do it.”

“We look at offerings, user interface, scalability, cost, uptime, and ease of implementation. Mobile apps are important, and we consider environmental impact and sustainability.”

“The number one thing for me is to have a qualified, knowledgeable, and customer-focused local representative. Availability and customization are number one and two priorities. They make the difference.”

The evaluation process encompasses a wide range of criteria, but specific, essential requirements are often outlined in the RFP (request for proposal).

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How important is post-purchase support in your decision? And how do you evaluate a provider’s ability to provide ongoing support?

“It’s absolutely vital. We don’t purchase anything to last for six months or a year. We purchase with the intent of growing that solution.”

“I would say it definitely matters. We do some due diligence, including reaching out to other current users to see what their experiences have been.”

“We pay attention and measure response time. It’s that customer service aspect of just being prompt and reliable.”

“If you’re investing in the company, you’re talking about a long-term partnership. And that support will be part of the contract. But it would be essential, and we would evaluate it.”

“The contract has to be very detailed on the back half, even more than on the front. If we focus too much on the front and let the back half slide, there’s inevitable trouble.”

“It's very important, especially during the first 6 to 18 months where we may have technical or training issues or upgrades might be needed, or some of the modules that were outside the contract because they were costly, now we’d like to put them on. So if they make that part of the agreement, even as a provision, then they get an advantage point for our selection.”

The responsiveness and reliability of post-purchase support, especially during technical issues or system adjustments, are crucial factors in evaluating providers.

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Is it important or helpful to understand the provider’s long-term plans for the offering? And how would you want the provider to share that information with you?

• Product roadmaps
• Written projections
• Customer testimonials
  

"Yes, very important. And I’d really like to know about more than the next six months. Where do you see this product and your organization in three to five years?”

“Testimonials—please give me a point of contact with one of your clients and let me talk to them about the post-purchase.”

“Product road mapping is vital to what we do and how we think about the long-term validity of the program. We expect vendors to be open to input about what we need that they might not be thinking about yet.”

"I appreciate having some kind of line to a leader of the company. That goes a long way for developing trust.”

While written projections are preferred, even verbal communication about the commitment to continued support is valuable. Organizations expect transparency and collaboration from vendors in shaping future developments.

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Do you consider the provider’s supply chain and distribution partners when making a purchase decision? If so, how?

“Yes. I’m not interested in knowing the ins and outs and everything, I just want to know that the solution can be produced on the agreed timeline.”

“No, but COVID changed some of that. It’s on the radar. We’re probably still not systematic about checking it.”

“We don’t always consider supply chains. But we tend to avoid anything from China because the quality isn’t usually there or it doesn’t have the certification we’re looking for.”

“We’ll go through our own supply chain team and see what information they can pull. They can check things like security and places where cargo theft is an issue. If it’s a bigger purchase, we’ll get their input.”

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How do you justify your recommended vendor to move the purchase through the approval process?

“I go through a checklist. It’s like ‘This solves your problem. You won’t have to retrain all your operators again in a year on a new product. This is adaptable should our needs change...’”

“My strategic partners are the ones who are going to be the gatekeepers in steering that selection. So input from IT, input from Procurement, input from Legal, all guiding me toward the top three vendors.”

“To be honest with you, I don’t even get questioned unless purchasing comes back and says, ‘Hey, we see you want X from a vendor and this vendor sells the exact same thing and we can get it cheaper.’ But that rarely, rarely happens.”

“Working upfront with procurement to make sure that we have the vendor in our system, and then ensuring everything is prepped and ready—background checks, documentation, contracts—so when we're ready to purchase or go live, we don’t have to wait two or three months.”

“There are standard practices, such as three levels of agreements based on specific criteria. You have the procurement department involved, you have the finance department involved, you have the legal department involved, etc. So this is a hierarchy of approvals that’s regulated internally, almost on autopilot.”

Expedited decision-making may involve hands-on involvement from decision-makers, especially when addressing urgent needs or issues that require swift resolution.

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Can you think of a time when gaining approval for a purchase was more difficult than you expected? Why was it difficult? How could the vendor have made it easier?

"We once had an issue with a software vendor. We needed it up and running by the end of the year, but our two legal departments took an extra 10 or 12 weeks in part because their legal team was swamped or on vacation. Not good.”

“Sometimes operations people get sales requests and product offerings, and sometimes they want to bring those solutions, many of which we already know about, and it can create confusion or unnecessary debate. I wish sales folks knew operations isn’t making any decisions.”

“Before the agreement, that’s different because of the customization issues and the availability thing. But after that, I don't recall any cases where we had issues the vendor could have helped with.”

Internal challenges such as personnel changes, vacations, and communication can contribute to unexpected difficulties in gaining approval for a purchase.

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How do you tie your purchase process to larger company goals or initiatives?

“Planning and budgeting. We tie it together with our long-range plan, making sure it aligns with the long-range plan that’s submitted in January and approved in July for the next year.”

“I think of purchasing is just a step. We’ve already done the budget tied to what we expect to do tied to the overall company goals and initiatives. Purchasing is the partner to help us make it happen at the best terms possible.”

“We do monthly business reviews. If I can show trends of data that I need to go after, I will obviously start selling the company that the solution’s coming. I start laying the groundwork early there.”

“Our purchases and goals are inextricably linked. So, for example, right now, digitalization is a key strategic priority.”

“When it comes to initiatives, they’re part of my own individual scorecard and plan for the year, and part of the company annual approved budget and expenditure plan.”

“I don’t run the purchasing administrative part myself. But the item and the cost and the necessity for the purchase, it comes because of me. I initiate that.”

The linkage between individual targets, company budgets, and the approval process underscores the integrated nature of purchasing within large organizations. Initiatives are not isolated but form part of larger financial and strategic plans.

Do you strongly prefer (or dislike) particular products or providers?

“No, I’m open.”

“Yes, but if I have a real dislike for a product, it’s not necessarily the product or the performance of the product. It’s the people I have to work with for that product.”

"The products I tend to dislike are from vendors who don’t understand safety or risk management.”

Personal, human interactions play a significant role in shaping preferences or dislikes for vendors, emphasizing the importance of effective collaboration and communication.

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Do you have strong feelings about how providers in this category respond to your needs (or haven’t)?

“I encourage any provider to come with a business case already built—here’s how it solves your problem in a cost-efficient way in the next five years. The best ones I’ve worked with over the last 10 years have helped me build the business case.”

“Not right now. There are plenty of suppliers and vendors out there.”

“The ability to customize the solution is more important all the time because, in many cases, it allows us to adapt what we have to as our needs change, and we don’t have to rely on the vendor as much.”

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Do you have any trust issues or frustrations with the buying process?

• Vendors’ overpromising
• Process complexity and delays
• Internal factors
  

“None that I can think of.”

“I’ll trust anyone until they give me a reason not to.”

“I just don’t want surprises. Don’t tell me you can do something in a week and then tell me, ‘Oh, sorry, it’s gonna take three months.’”

“The frustration with the process is if I have to wait for something to arrive from some other country.”

“To get a new vendor set up is more difficult than I wish it was.”

“There’s been a large turnover in our procurement organization, they’re doing some reorganization. And if it weren’t procurement, I can imagine other obstacles on our side.”

“The process is just taking longer than it ever has before. But we’re working on things that'll help.”

Trust is a significant factor underscoring the importance of transparency and reliability in vendor interactions.

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What employee safety category-specific sources do you rely on?

• Nonprofits for research
• Internal safety committees and representatives
• Industry-specific organizations

“The nonprofits provide a pretty good avenue to research things or to look at different solutions that other organizations have looked at.”

“There are some institutions from which I can pull information.”

“We have our safety committees and then our safety reps, each of the different plants and locations that pull some of that stuff together.”

“The oil and gas industry what’s called Center for Offshore Safety. I do go to the NTSB and their investigation process and mirror a lot of that.”

Nonprofits are valuable sources for research and information, providing avenues to explore different solutions and approaches. Internal safety committees and representatives also play a role in gathering and consolidating safety information within the organization.

In the discovery (early) phase of the purchase decision process, what type of content—or contact—informs or influences your thinking most?

• Outcome-centric content
• Diverse information sources and benchmarking
• Client feedback and pilot testing
• In-person interactions
• Trusted peer networks

“I’m trying to learn what tools will resolve the issue or give us the desired outcome? If I’m not convinced of that, the rest is irrelevant.”

“We use brochures, demos, and benchmarking to understand needs, wants, and outputs before creating the RFP.”

“I reach out to peers in the industry, sometimes benchmarking with them, and use forums to gather insights.”

“Feedback is crucial, and we pilot the technology in a small use case to ensure it aligns with what's advertised.”

“I don’t like webinars. I need to meet the person, see their body language, and have a conversation in person.”

“During a sales meeting, we prefer a conversation over a pitch, to discuss the scope of the problem.”

“One of the very first steps is reaching out to my network to see who’s using what, their experiences, and recommendations.”

Decision-making at this stage revolves around whether a tool or product can meet the desired objectives, emphasizing the importance of tangible results. Safety leaders leverage a mix of brochures, demos, peer benchmarking, client feedback, and pilot testing. Trusted peer networks significantly streamline the process.

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In the evaluation (middle) phase of the purchase decision process, what type of content—or contact—informs or influences your thinking most?

• Business cases
• Measuring program success and justification
• Due diligence and external resources
  

“We do an internal business case review. The tool has to work and fit within the constraints, whether it’s global use, language coverage, or cost.”

“I need to accurately determine what success for the program is because I have to justify the money spent. Success metrics are crucial.”

“While waiting for RFPs, we do due diligence using external resources like Dun & Bradstreet reports, social media, and consumer ratings.”

“We get opinions from companies that have been customers, gaining insights on performance, pricing, and offerings.”

The middle phase involves a holistic evaluation, considering internal factors like business case alignment and constraints, as well as external metrics for success. Safety leaders conduct thorough due diligence during the RFP waiting period, leveraging external resources and peer group insights for a well-rounded understanding.

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In the commitment (final) phase of the purchase decision process, what type of content—or contact—informs or influences your thinking most?

• Product demos
• Perspective of saving lives
• Thorough evaluation and decision-making process
  

“The winner must be stable, committed for the long term, and adaptable.”

“It’s not just about cost. Long-term commitment is crucial.”

“Actually going through the product demo.”

“We’ll have the company do a demo onsite or virtually. Sales reps are excluded; we want to speak directly to developers, project managers, and tech support.”

“It switches from financial to emotional. Fundamentally, it’s about saving a life and ensuring the right thing is done.”

“The final decision involves comparing pros and cons, ROI, scalability, etc.”

“A round table meeting at the executive level after a thorough interview process. We negotiate for the best deal, but have already made the decision.”

The decision-making process is thorough, involving a combination of practical demos and interviews. Most organizations prioritize vendors committed to long-term relationships, and product demos play a pivotal role.

Where do you start your search for information when considering a purchase (e.g., search engine, vendor website, industry website, industry peers)?

• Safety councils and peers
• Internal team members
• User specifications and procurement partners
• Internet searches
  

“We collaborate with the National Safety Council, the ASSP, or OC, to make decisions and ensure we’re on the right track.”

“I've got my counterparts’ numbers at a lot of other Fortune 50 companies. We all call each other regularly.”

“We talk a lot, we share. Safety’s different because we’re all kinda after the same thing.”

“I start with reaching out through my team, asking who has practical experience with different software.”

“We’ll typically go through our procurement group and see if we have any current or existing vendors approved or in use.”

“Sit down with our procurement partners, go through a market review, and evaluate companies in the space based on user specifications.”

“Start with the internet and close associates I trust, probably two of them.”

Safety leaders use a mix of internal collaboration, internet searches, peer group insights, and procurement partners to gather information. The systematic process often involves structured steps, including user specifications and market reviews.

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How do you compare similar products?

• Cost and value (longevity)
• Adaptability/flexibility
• Language options
• Pilot tests
• Vendor interviews
  

“Cost is always gonna be there. But longevity of the solution, adaptability of the solution—globally or at least regionally.”

“I don’t like adding or dealing with new systems unless they can work with what we already have.”

“One of my big criteria is language options. We have to be able to report in English, but pull it up in other languages and that narrows the RFP quickly. A lot of software is regional, and not global.”

“So we’ll actually run pilots with different solutions to see if they actually work as promised. Or is there an element of our user specifications that we missed, or an element of our user specifications that they can’t really do?”

“We determine the right fit with vendor interviews. We record them and take copious notes and then we flow chart and compare and contrast all the answers. Because they all get the same questions.”

While safety leaders initially prefer written information, they shift toward interactive communication like live demonstrations and in-person meetings. Committees and demos, often conducted virtually, play a crucial role in assessing product capabilities and addressing specific questions.

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How do you prefer to receive or interact with vendors’ marketing and promotions (e.g., email, direct mail, high-impact mailers, phone call)?

• Direct interaction and demonstrations
• Email
• In-person/conferences
  

“I don't mind having information sent to me in writing. But when I actually start looking at a solution, I wanna talk to somebody.”

“I had a small committee and they would give us a demo. So, we did the whole thing, mostly by Zoom where they could give us live demonstrations.”

“I typically prefer email. As busy and doing as much travel as I do it’s hard to nail me down to get any of that stuff to me.”

“Usually, I’d rather start out with with either a brochure and in mail, or an email.”

“I prefer-in person, probably at a conference.”

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What triggers a response to a marketing message (e.g., relevant to my job role, an initiative I’m working on, or a problem I’m facing)?

• Alignment with current needs
• Good timing
• Relevance to long-term plans and strategies
  

“If you send me a solution for a problem I have, you’ve probably got my attention.”

“So what triggers a response really is our current needs.”

“I don’t think I’ve ever responded to one and it’s just because of timing. But it’s gotta be in the subject line ‘cause I usually don’t go any deeper.”

“I get unsolicited emails, but unless I’m in the market for that thing at that moment, I tend to delete it.”

“Anything related to a gap or an improvement in our long-range plan or strategy.”

A successful marketing message directly addresses a current issue. Safety leaders usually ignore unsolicited messages that aren’t relevant to them in the moment.

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Do you prefer to meet with a vendor’s salesperson or sales team by phone, video conference, or in person?

• Flexibility and feasibility take priority
• Virtual for initial meetings
• In person for serious engagement
  

“Any of the three, whatever’s best for everybody. I’m not against phone calls or video conferences.”

“On the initial, we doing it on video.”

“Typically I like virtual where I can see their face.”

“If you’re in a purchasing relationship or a piloting scenario, then in-person meetings become more imperative.”

When taking meetings, decision makers usually consider what works best for everyone involved. However, the trend towards video conferences is growing, especially for initial assessments. In-person meetings become more important as the engagement progresses.

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What prompts you to take a meeting with a vendor sales rep (e.g., recommendation by a direct report, boss’s suggestion, significant financial investment, or high risk)?

• Recommendations and trusted referrals
• Active needs
• Issue resolution and improvement ideas
• Proactive outreach and interest
  

“A recommendation from a trusted counterpart or organization.”

“If I have somebody like the National Safety Council, the Association of Safety Professionals, or the OC group saying, ‘Hey, call them, they have something you may want to look at.’”

“Usually it’s something we need or we’re looking at for the future.”

“It can be an issue or a problem that’s not being addressed or resolved.”

“We may have a meeting to say, ‘Here’s the current program initiative or platform we have, show us how you could help us improve it.’”

“I’ll take meetings just to start information gathering and understand what’s out there.”

Recommendations from trusted sources play a significant role in setting up meetings, underscoring the value of peer referrals. Decision-makers often explore solutions for current or anticipated needs proactively, even if the need isn’t immediate.

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What does a salesperson do to win your trust (e.g., demonstrate expertise in my industry or company, show they care about my success, cultivate a personal relationship with me)?

• Honesty and transparency
• Underpromise and overdeliver
• Understand my business
• Admit limitations
  

“I think it’s just being open and honest and following through.”

“If they don’t know the answer, say, ‘I don't know. I'll get back to you.’”

“Don’t ever make promises you can’t keep. Underpromise, overdeliver, that matters.”

“I like the folks who stick to the time scheduled, unless I ask for more. I like punctuality.”

“They need to do some level of homework on my business, but that doesn’t mean they come in with the solution to everything. That makes me instantly skeptical.”

“Don’t tell me what I want to hear or try to stroke my ego. Be straightforward and transparent, especially about pricing.”

Honesty, integrity, transparency, and effort all build trust. Conversely, overpromising and baiting/switching undermine it.

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Besides the sales rep, which other vendor representatives (e.g., product manager, solutions specialist, executive) do you meet with during the purchase decision process?

• Project manager
• Product developer
• Senior leadership
• Technical specialists
• Solution-oriented representatives
  

“It’ll definitely be the project manager with the sales rep. But when talking about adaptability and long-term longevity, I want someone who built the tool.”

“I’d expect to meet the product design team and engineering. Also, the system architecture team.”

“As we get into relationship management or deploying the project, then that becomes more of executive interaction, depending on how much we’re spending.”

“If it’s a larger contract, something we’re going global that I’m spending millions on, then probably the area director.”

“For technical questions, we’ll ask the rep to bring their specialist or SME.”

“Depends on the product, but I’ve met with chief sustainability officers and a couple of solution people.”

Meetings with various representatives, from project managers to senior leadership, demonstrate the multifaceted nature of the decision-making process. Engagement is tailored based on factors like contract size, technical complexity, and the nature of the product or service.

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What type of group interactions (e.g., webinars, seminars, conferences) do you find impactful during the purchase process?

“Seminars and conferences. I’m not a big webinar guy. But some people I work with are.”

"I fell in love with webinars over COVID when we couldn’t go anywhere.”

“Webinars are great because I can fit them into my schedule fairly readily. They’re my new favorite.”

“Based on the last two years, it’s been a 50/50 mix between webinars and some in-person conferences.”

“Webinars might be useful early on just as a teaser, but I don’t put a whole lot of weight on them in the purchasing process.”

Safety leaders value conferences and in-person events for the opportunities they provide to connect and build relationships. Webinars, on the other hand, offer a convenient way to stay informed without a big time commitment.

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What third-party influencers (e.g., industry analysts, consultants) do you interact with during the purchase decision process? Which ones are most impactful?

• Industry associations
• Analysts
• Consultants
• Mediators
• Insurance providers
  

“We have partnerships with the National Safety Council, the Association of Safety Professionals, and the US Chamber of Commerce.”

“Places like the ASSP and some of the NSC things are valuable because you actually get in a room with your counterparts.”

“I have a consultant who’s worked with my facilities for years, and I rely on him. He vets solutions for us.”

“We have two firms we use from our environmental side of it. We have subject-matter expertise, but we use them to help us out, sometimes as a mediator.”

“We partner closely with our insurance providers, workers comp, and auto liability insurance providers and their underwriters.”

“My network counterparts in other companies would be the other group that’s the most influential.”

The reliance on partnerships with industry associations, consultants, insurance providers, and peer networks emphasizes the importance of diverse external networks in the decision-making process.

What professional associations do you belong to? Do you listen to or follow any industry peers, authors, bloggers, or analysts to support your purchasing process, and would you recommend any to colleagues?

• American Society of Safety Professionals (ASSP)
• National Safety Council
• US Chamber of Commerce
• Institute of Occupational Safety and Health
  

“I follow JJ Keller, EHS Insights, Cornerstone, BLR. Nothing religiously, but I do receive those and I’ll review.”

“API’s one of them, I read their brief sheet every day, and then attend their meetings. IADC does a newsletter, too.”

“Keith Ferrazzi is a writer that I read a lot, Brene Brown is somebody I listen to from a leadership point of view. And then from a productivity point of view, an author called Nir Eyal.”

“I’m here thinking, ‘Have I ever actually recommended anyone to anybody?’ I guess I haven’t.”

Safety leaders belong to a wide range of professional associations, reflecting diverse interests—from safety and occupational health to chemical engineering, executive leadership, and industry-specific groups. The size of membership in the American Society of Safety Professionals and similar safety-focused organizations underscores the importance of occupational safety and health within their professional affiliations. Several respondents mention long-term affiliations, indicating a commitment to professional networks over years.

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What conferences or events do you attend and why?

“At my level, it’s the annual ASSP Conference, the annual National Safety Conference.”

“Eventually, I realized I should be the speaker and not the attendee. And this sounds really egotistical, but you hit a point with your experience where you’re like, I’m not getting anything out of this.”

“First, I look at the agenda. If it’s an HSE [Health Safety Environmental] event that I can tie into something that’s relevant to our organization, that gets one foot in the door.”

“The HSE Global Series is much more impactful because it’s a small group, it’s more meaningful for the vendors and for me.”

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Do you go to vendor websites and, if so, why?

“The only time I go to a vendor website is if I’m looking for very specific information, and I think that vendor may be a source or I know they are.”

“On occasion, if I’m exploring some of our current options that we have for solutions.”

“I don't personally but my team does. We could be in the midst of an RFP, or for a particular initiative. Or we might be researching something. We have an emerging risks leader in our COE constantly looking for new solutions, new vendors, new systems.”

“We spend time on the websites of existing vendors if it’s important in terms of our engagement with them. In some cases, we use their websites as our dashboard.”

“Usually that’s my second step. I know the problem that I have to solve. I’ve googled it. I’ve looked on the internet. At that point, I’ll go to the website to take a look.”

Visits to vendor websites are driven by specific information needs, exploration, research for current options, engagement with existing vendors, and as a secondary step in problem-solving after initial internet searches.

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Do you participate in or belong to any online communities or forums (e.g., LinkedIn groups)?

“Yeah, LinkedIn. I belong to ASSP, the Governor's Highway LinkedIn Group. I’m also on the National Safety Council LinkedIn Group, US Chamber LinkedIn Group. LinkedIn is my primary.”

“Yes, I’m fairly active in several LinkedIn groups. Besides that, the Conference Board has an insight group, and it’s broader than just the EHS team that I’m active with.”

“I post from time to time on LinkedIn. But I don’t participate in online forums. I don't have the bandwidth for that.”

“Forums are just all bad. There’s no truth or structure. And I tell everybody not to, just don’t even go down that path.”

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In which social networks are you active for business purposes (e.g., LinkedIn, Facebook, Twitter, Pinterest)?

“LinkedIn.” (80%)

“None.”

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How do you use social media when making your purchase decisions?

• As a source of conversations and references
• To investigate vendor backgrounds
• Homework for building trust
  

“A lot of times it’s conversations within a LinkedIn group about a specific issue we’re facing or a specific opportunity we’re taking advantage of. And a lot of times it’s through a reference."

“I’ll use LinkedIn to see who I'm dealing with from a vendor, and what’s their background, what are they doing, etc.”

“I do some homework on LinkedIn before I meet you if it’s gonna be a serious purchase.”

“I do try to see if there’s a connection. I’m former military, so if I see they started out in the Army 20 years ago, that brings me in.”

“I wouldn’t use LinkedIn for procurement decisions because it’s too open source for all kinds of vendors. If I posted something, I’d get swamped by vendors promising everything. It’s much better for our procurement team to do that.”

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Which trade journals or publications do you read?

• Association publications and newsletters (NSC, ASSP, EHS)
• EHS-specific journals
• General business and industry publications (Wall Street Journal)
• Industry-specific journals and news sources (Health and Safety Practitioner, Blueprint)
  

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Do you consider channel partners (e.g., resellers, systems integrators, distributors) useful resources for gathering information, advice, or recommendations?

“No.” (all respondents)

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What sources do you trust?

• Peers and counterparts
• Internal purchasing group
• Consultants
• Strategic procurement partners and industry reviewers
• Inner circle
  

“Whether it’s ASSP or National Safety Council, a lot of those people came from the business world before they went into the nonprofits, so I trust them. I trust my counterparts, VP, directors at other organizations or similar organizations.”

“I’d say internal, we have a full purchasing group, and I work very closely with them. Our purchasing folks will recommend different things and I definitely pay attention.”

“Three sources: Peers in similar industries, an existing vendor, and our consultants.”

“I trust our strategic procurement partners. I also trust peers in my network that I know from other companies who have implemented. And there tend to be objective industry review bodies. For example, on the EHS, enterprise data side, there’s a group called Verdantix.”

“First and foremost, somebody who’s in my inner circle that says, ‘This guy will fix your problem.’”