#47 - Bridget Todd - Making Safety Personal: On Building a People-First safety Culture

That's a huge push that we've done within our company in the last year is really we've been focusing a lot on human performance for well over a decade and why people make certain choices when they're doing a job, but really trying to connect it. And so, we did this Make Safety Personal campaign this year, in 2024 rather, to really try to connect the dots. There are people depending on you. So, when you're making a decision during a job, there is nothing more important than your safety and your life and your wellbeing, right? Yeah. So, making decisions that protect that in everything that we do and making sure we're doing things, we're not rushing, we're not doing certain things, you know, to really try to embed that. And so it was a really beautiful campaign. We had a lot of engagement where people were showing pictures of their children, their families, their pets.

Hey, everyone. Today I'm excited to chat with Bridget Todd, a true leader of HSE with over 18 years of experience championing safety cultures across multiple industries. She's a big believer in making safety personal and looks at safety within the workplace from a holistic point of view. And today she's the Global Head of Enterprise for Health and Safety for Baker Hughes. Bridget, welcome to the podcast. It's great to have you here.

Hi, Moussa. Thank you so much for having me.

Of course. The first question that I'd love to start with is, what's your background? You know, how did you get here?

Sure. So, I did not start off wanting to pursue a career in the typical HSE. That was never on my radar. Background is geology. And, you know, after graduating, my first jobs were in consulting, and I quickly learned a lot about HR. Right? Primarily from the environmental aspect of cleaning up groundwater, cleaning up spills and soil issues. And then it progressed for the last 18, 19 years. It's progressed into much more into a full range, health, safety, and environment. And so, kind of, it's exciting. There's never a dull moment, a different challenge each day.

I always love it when people, you know, kind of like naturally transition into that role. And when you reflect on that, do you feel like there were moments in your career that got you excited about that space or built your passion towards EHS?

Yes, I think, you know, when you look at when I first started, that was so foreign to me. And then you quickly start seeing the importance of it, right? And so as I moved through my career, new challenges, recognizing the interconnection of AHSE and how a business runs, how people need to be protected, the environment needs to be protected, it really became much more kind of crystallized in my mind how I approach things. And really getting much more passionate in certain areas. I love a challenge. And so when big things happen, that is where I think, you know, myself and a lot of HSE professionals kind of shine in those areas because it is something where we're naturally looking to be problem solvers. How can we help solution something and recover? And so, yeah, throughout that space, whether it's an event, you know, a response— I did some oil spill response early in my career, different things like that— how can you look at this challenge, this problem and devastating issue, and start really focusing in on how can you make it better and learn from it. The most important thing is not to repeat it, right? And so how do you learn from those challenges and then incorporate that into how you work every day forward?

It's like you're always solving problems, basically. You're always getting involved when things are going bad, but at the same time, you're working on proactively setting up the right culture and the right systems to help ensure problems don't occur. It's like you're playing In both areas.

You play, you dabble in both areas. You know, there's the term chronic unease. When things are too quiet, it's like having a toddler when they get too quiet. You need to be worried. You need to be thinking, what is, what am I not seeing? And so kind of having that mindset of, yes, you are in the thick of it. You are dealing with challenges day in and day out. But in areas where things are going really well, always have a level of kind of the scrutiny of why is it going well? What am I not seeing? Because you don't want to be surprised, right? The surprise can be devastating. for an individual, for an environment, for, you know, for a myriad of reasons. So, kind of have to have a foot in both areas kind of at all times thinking about what are the things I'm not looking at or I'm not seeing.

Yeah, like, it's beautiful when you say it that way. It's like such a gift for an executive team to have a good safety leader and a safety function that operates with that mindset because, you know, they trust that someone is keeping an eye on the pulse, you know, someone is always keeping an eye on the well-being of the business and the people. But yeah, it has to be done the right way, I feel.

Absolutely. Everything can't be a false alarm. There's a tendency, right? If everything's an emergency, nothing's an emergency. So you have to be very thoughtful in how you're looking at things, partnering, right? And making sure that you're being a good partner and you're not just a pain in someone's side, as far as always pointing something out, right? Rolling up your sleeves and saying, here, let me show you, let me help you. If we don't know how to do it, we'll figure it out together. But thinking through that and making sure that you're kind of the calm in, if it's a stormy sea, you've got to be the calm to be thinking through what are the issues, how can we prioritize and correct without making everything, you know, chaotic in the process.

Beautiful. And honestly, like, that takes us to, to like the next question I had in mind. If you were to take a step back and think about your core responsibility, you know, you have a big team, you're responsible for a large operation. If you try to simplify what your role is and what you try to achieve, you know, if you imagine yourself talking to your team and you're trying to connect with their hearts and you're trying get them to understand their responsibility? What comes to mind? Like, how would you define that?

Right. So, in my mind, our core job is to make sure all of our people that work for our company go home every day to their family, right? People come home in the same shape they came to work in. We protect the environment, you know, we're compliant. And so, when you think about that, that sounds like it's a pretty tall order. It is. But what are we doing to set them up for success, right? What programs do we have? What barriers and safeguards do we have in place, training, et cetera, even governance, right, of making sure we're doing what we're supposed to be doing. What are we doing and how do we model that framework and really execute in that space to ensure that, you know, those procedures, if they're not being followed, right, they're not worth the paper they're on, you know? So, what are we doing to set all of those individuals up for success to ensure that they are well-trained, and competent to do the job that we're asking them to do. We're providing them all the tools they need to do the job safely and thinking through all of the risk and helping manage that risk so that we can do that. We can return all those individuals home to their families.

Yeah, cool. And then you have a family, you know, and the first thing you said is you're constantly repeating that your core objective is to make sure people go back to their families. How do you feel like having a family shaped your perspective around your role?

Oh, huge, right? So, I think with You know, when I started my career, I did a lot of fieldwork. I didn't have children, and I wasn't necessarily in a health and safety space, right? So a lot of times I'm like, oh yeah, this is a rule they want me to follow. And I didn't have that mindset. And as you mature and progress in your career and you start getting more exposure to that, but then also having a family, your priorities automatically shift, right? And there are people depending on you, right? And so taking that seriously and trying to translate that mindset to all of our workforce. Whether you have children or a spouse or a partner, there are others that depend on you. You know, we all have families, we all have friends, we have colleagues that depend on us each and every day. And so making decisions, you need to have that in the back of your mind, that the decision I'm going to make could not only impact myself, but could impact my kids, my spouse, my family, my parents, my siblings, etc., if something were to happen to me. And so trying to make sure that you've got that in the back of your mind, I think having kids has made me very risk-averse in my personal life. I tell them all the time, hey, I used to be fun. I used to want to do more adventures.

This is not, this is not your mom before. Yeah.

Knowing what I know now, well, you know, they're young teens, you know, and they're like, oh, come on, you know, but knowing what I know now, you know, had, had I not had this career path, I probably would be a lot more fun in their eyes. But you have to always take into that, that consideration of like the what-ifs. And I think that, just to frame it in your mind, that's a huge push that we've done within our company in the last year is really we've been focusing a lot on human performance for well over a decade and why people make certain choices when they're doing a job, but really trying to connect it. And so, we did this Make Safety Personal campaign this year, in 2024 rather, to really try to connect the dots. There are people depending on you. So, when you're making a decision, During a job, there is nothing more important than your safety and your life and your well-being, right? So, making decisions that protect that in everything that we do and making sure we're doing things, we're not rushing, we're not doing certain things, you know, to really try to embed that. And so, it was a really beautiful campaign. We had a lot of engagement where people were showing pictures of their children, their families, their pets.

Is that the making safety personal involved? Yes. Like making safety personal involved people bringing in their Their family stories into their work? Yes.

So you had individuals sharing stories from, here's how I grew up, here's how a workplace injury impacted my family, right? And our wellbeing as a child into adulthood by having a family member that was injured. And those types of stories being shared, people sharing personal stories of, hey, I was injured and this is how hard it is, right? I'd shared with a couple of people on my team. So, my father was an amputee. He had his right arm amputated due to cancer. My entire life, I did not know him as a, you know, 2-person individual. So, it was just normal for me. Hmm. But if you've ever tried to do something with one hand, it's quite challenging, right? And it was, that was kind of a wake-up when I was probably 17. I tried it one day and I was like, wow, it's really hard. Didn't think about that. You know, never kind of just went through my life thinking that was my normal. But when you translate that to a workplace injury, Someone loses a finger, someone loses a hand, or even, even minor injuries, right? A paper cut is an inconvenience for most of us, right? It's painful when you're washing your hands, you know, different things like that. So depending on the severity, it can be life-altering, not just for you, but for your entire family, right? Your ability to work, your ability to do certain tasks that maybe you take for granted now. And so really making sure that we're pushing that and making people kind of think, okay, Is it worth rushing or bypassing a step or not wearing personal protective equipment? It's not, right? It never is. Take the extra minute and put those goggles on. Like, take the extra minute, put those gloves on. Do all of the things to protect you because the ramifications are not worth it.

Yeah, honestly, just hearing you go through your background, the first thing that resonates so much with me is, of course, having kids. It's like switches something in your brain where suddenly you're Way more conscious of the risk. And I have a colleague at work and I have a friend who shares the same story, but some people start building it, like start— stop traveling on their own, you know. They build this fear of something happening to them and their kids potentially having to live with their parent not being there or having a serious injury. That just makes you way more hyper-aware of risk, you know. So it kind of like opens up this whole new world that doesn't exist, I think, before kids. And it's hard for people to relate to it. But yeah, like bringing that understanding to work, I think as you're speaking, the thing that I found so interesting is when you say the balance between rushing versus being conscious and thoughtful about the decisions that you make. And I think every business eventually learns, or every business founder or every like high-performing individual eventually learns that the value of decisions and conscious, thoughtful decisions compound exponentially compared to rushing and diving right into, into things.

Absolutely. And we, you know, when we think about it, we've been looking at it's not just the frontline worker, right? There are so many things that happen before that frontline worker is completing a task. So really trying to message it that it takes all of us across the company, right? If you're in accounting, if you're in legal and you're delaying the review of something or the approval of something, right? Sourcing and you're not getting the supplies there in time All of those things, it's like a snowball effect, right, that potentially creates additional time pressure on the individual that's at the front line that's going to suffer the consequence of the injury, right? Because they maybe had 5 days to do a task, and now it's 3.5 because things were late, right? And so making sure that everyone in our company, we all own HSE, and all of the disciplines and all of the actions that we're doing, lead to the end, right, for that frontline worker and what they're doing. And so, making sure that we are aware we're all part of that chain and that chain reaction, and how do we improve those processes as well? And making sure that we've got a very strong stop-work culture where we have everyone— you've got the authority, but you've also got the accountability to stop work if something— we go through series of checks before we do any task. If something is not lined up, where it should be, right? As far as, I don't have the right training, I'm not super sure what we're doing here, this doesn't look right, whether it's a behavior or a condition, the Stop Work is there to protect that. And then there's that accountability on leaders. You honor that Stop Work and you help resolve the issue. Culturally, sometimes it's a challenge. We operate in well over 100 countries around the world, and a Stop Work in America, in the United States, is probably a little easier for someone to feel more comfortable saying than in other parts of the world. And so understanding that there are cultural differences, right? Helping to enable that workforce to speak up. And so doing a bit of a shift in certain areas where we're calling some of it safe to start. Are we safe to start? Unless everyone is fully aligned that all of the things that are supposed to be in place and we all feel very comfortable with starting a job, we don't start the job. And for trying to help that kind of overcome that uncomfortableness, you know, that some individuals might have with saying, I don't quite understand what we're doing here, or I don't feel comfortable with how we're approaching this. So kind of giving a bit of both worlds to meet the same goal.

It's like the start work check version that you have internally is called safe to start. So it's kind of like a set of points that you go through based on the activity. You have to ensure they're all

Absolutely.

Compliance before kicking off.

Right. Do we have the right tools? Do we have the right training? Are the procedures that we're supposed to be following, you know, process safety is a huge risk in our industry. And, you know, those types of things. Do we have the barriers? Have the barriers been verified they're working and as expected? You know, all of those things need to happen before you go do something. And so, making sure that we're setting ourselves up for success on the front end with that safe-to-start approach. But then also you've always got that stop work. If conditions change for any reason, that stop work needs to be called. And it could be a quick, it doesn't have to be, you know,

very

formal. A whistle and formal. It could be, hey, hold on, I'm not sure. Can we stop for a second and talk through this? And, you know, it doesn't have to be monumental. We've got thousands of stop works that happen every year. And some of them are super small and some of them are really major. And thank God that someone stopped it, right? But Kind of ingraining that into our culture has been a decades-long, right, like focus. I think that we do it well, but we never let up. We always are kind of constantly beating that drum. So you have new employees coming in, you have people coming in from maybe moving from one role to another, and so just making sure that that's a constant reminder that we're sharing across our organization that Stop Work is mandatory. Everybody needs to do it. If you see something, say something.

And it's a never-ending process in a way. Like for us, you know, when we see some of our clients, for example, deploying our trainings to, you know, different regions, and of course, like we have a stop work feature within the trainings and a start work check module. But as you're saying now, it always starts with culture. You know, you can't just put these trainings in front of people and expect people to do it. Every region just operates very differently and helping people feel safe and comfortable that there's trust between us and I can actually stop work and have a conversation. And I feel like everyone does that and it's part of what we expect people to do. And then like human performance principles being something that people understand so that leaders aren't putting unnecessary pressure or judging people for making mistakes and then constantly pushing that stop work culture. Yet it can feel like a very complicated thing, but there are— the elements are few. And as long as I feel like the leaders buy into them, They can trickle down in a very cool and healthy way across the organization. Like, are you seeing that happening well within your company, or do you feel like there are challenges that you're still facing? I

don't see it. I think you're very fortunate, right? Our organization has absolute commitment from our top leaders in this space, right? And it is in everything we do and how we talk. And so it's really nice. We've rolled out human performance training like this is how do you react to bad news? As a leader, that matters, right? Because if you act in a way that makes an employee feel like, oh, I better not come to them again with an issue, you're going to have less visibility to challenges and problems, right? And so really building in that mentality within our organization and how the organization learns as a whole and how managers from top down are managing employees and reacting to Bad news, right? Hey, we're not going to get this job completed, right? Yes, we told our customer we're going to do it by X date, but we're not going to, and here's why. How a leader reacts to that in a human performance kind of mindset, if a leader reacts in a negative way and says like, I don't care what it takes to get it done, then you're going to have challenges in that space where people are potentially rushing because they're interpreting at all costs get this done, right? Which is what we Absolutely try to discourage. If you've got a challenge, roll up your sleeves, let's figure it out. Yes, you may have somebody who is annoyed or upset over a potential delay or an issue, but in the long scheme of things, right, doing a job safely is absolutely more important than doing it fast. And we, I think as a company, I've seen some stopworks that were done and we've had individuals angry, right, external customers And we absolutely backed those employees. And we said, nope, they did exactly what we've asked them to do. They stopped work, and we've got their back. And so employees, that's another piece of it, right? You can't say everybody stop work, but then you never have that employee's back if they stop work. And so ingraining that into how we think and train as an organization, because then you're going to have people not stopping work, right? So thinking through the consequences of how you act, how you communicate, You don't want to miscommunicate something to where it's misinterpreted and then risk is increased.

Absolutely. I love how you said you're so lucky that leadership has fully bought into this stuff. You know, I just— the way you said it as well shows how amazing it is to be in that position. It just makes all the difference, you know? And when you think about that, what I'd love to dig into is beyond the leadership team buying into the importance of safety and culture, how do you feel like the topic of mental health looks like within the organization? Do you see that pressure is created, you know, certain pressures? Obviously, you know, the business has to run and has to create profit and projects are complicated. Is that something that comes up at all or do you feel like that's also well managed and part of the culture?

It is. I think it probably since COVID right, there was, I think COVID put a lot of things in focus, right? As far as wellbeing, mental health, I think we've done a very good job. Industry-wide, it's a challenge, and we work with a lot of our peers and customers and in different consortiums to try to— how do we solve this? Because it is a huge concern. And so we've got an amazing team within our human resources department that focus just on wellbeing, right? And in that space— Mm-hmm. We do the occupational health stuff, right? Like injuries and return-to-work type things. But we've got another team that focuses just on that piece, right? The stress, your full well-being as an employee is critical to us. And so, like, what resources and tools do we have for our employees, but also for managers? How to recognize signs, how to approach someone in a caring way, right? Those types of things that have been, I think, very well thought out. And so, you have to think about work-life balance, fatigue, right? There's an adage that says people don't leave companies, they leave managers, right? So if you have a manager that is creating mental health stress for you, you know, so we work through communicating. Last year we launched our behaviors. Like these are 8 behaviors that as a company, every employee top down is expected to embody. And care, collaboration, you know, a growth mindset, really exhibiting like, you know, we're all on the same team. We need to care about each other, how we act, Towards each other matters, right? Because it not only impacts your working relationship, but it also contributes to so many other things, right? With safety, if you're distracted, if you're nervous, if you're stressed, you're not going to have that situational awareness while you're doing a critical task, and that risk is too great. And so really focusing in on how do we support our employees? If you have a challenge, what resources do we have? How do we help support Support them and even their families, right? So through EAP and different programs we've got both, but also really focusing on for managers and just all employees. If you see somebody that looks like out of sorts, right? Like normally they're in a very great mood and they look unhappy, sad, you know, takes 5 seconds to reach out and check in on them, right? Those types of things and really encouraging. That actually happened this morning because I guess on a call, looked unhappy. I'm getting over the flu, but someone reached out and they were like, hey, how are you? Are you doing okay? You know, and it was just, it's, I love working with individuals like that, right? That they recognize, hey, she's normally smiling and today she looks like she's not in the best mood. That type of care is huge. Yeah.

Yeah, it's huge. Like I'm also learning that it fuels the person that does it. You know, I started finding it as something that really builds up my energy as I do more of it. You know, it's just very interesting. It's like as people, when we reach out and care, It kind of gives us and the other person energy. You know, it's like an activity that really fills. And like, I find colleagues now that I just feel something is off. And when I start talking to them, suddenly I realize, you know, there are actually really deep issues that they're facing personally that I was completely oblivious to. And I feel like, yeah, it just helps me reach out. It helps me understand and give them space. It's just so powerful. You know, it makes everything— I mean, ultimately, we're people, you know, and we are around each other a lot and making sure we're all in a good place goes a long way. It creates so much momentum within the business, creates trust and care. Yeah, I just love it, honestly. Like what you're saying about reaching out and just constantly asking people genuinely, you know, about how they're doing and caring about them makes everything better. Just makes the day so much better.

It is so much. And, you know, I have an example. We had a— this was kind of a homegrown— we had an individual in the UK who made a hard hat and he got it approved. You know, it's for offshore North Sea, but he wrote all over it, are you okay? With question marks and wore it out on the rig, right? In the North Sea with all of his colleagues and, you know, others from other companies, you know, all on this rig. And it was like an icebreaker. And they were like, well, this is really awesome because you think about, you know, traditional oil and gas, Offshore workers, you know, is that something where these people are more likely to share their feelings? Probably not. And it was a beautiful icebreaker, right, to get a conversation started with your colleagues that you're working with day in and day out. You guys are offshore for an extended period of time away from your families. It was really beautiful. And so, we loved his idea and we've kind of taken it and spread it further, right? And just those conversation starters. To just check in with each other. A lot of us spend more time with our colleagues than we do with our own families. And so checking in with each other and making sure you're okay.

Absolutely. I'm in this mindset now where I want to try to get better and better at this, and I'm trying to get other people to understand its value just through me genuinely being interested in just learning more about what people are doing and reaching out. And I feel like I uncovered something so powerful and amazing that, you know, ultimately I used to do it, lightly, but now it just really fuels me no matter how tired I am. When I have a few genuine conversations, it just completely changes my day. So I'm really glad you brought this up.

Awesome.

And then something that I would like to just also think through with you. When we were talking, you were bringing up how incidents still do happen. Ultimately, incidents can be very dramatic and can be impactful, obviously, to the person, the person's family, and the whole organization. Is there Is there a story that you have that you're able to share that's not confidential that listeners can potentially learn from and understand the impact of incidents and, and why caring and being aware and not rushing matters so much?

Sure. Well, and I think that I'll start here. I had a kind of light bulb moment a couple years ago where we had a new family move in on my street and they had a little boy who's the same age as my children and they became fast friends. Like, within the day these people moved in, this child was in my house playing and having a ball. And I asked him, oh, where are you guys from? You know, just trying to get to know him. And he said, oh, my dad works offshore. And it hit me like a ton of bricks because I thought, oh my, he doesn't work for my company. But it made it so personal. All of these processes and procedures and trainings and all these programs are designed to make sure That, that individual comes home each day. And seeing a child who has a parent that works in that type of environment, I would never want to sit in their living room and tell that family, your dad's not coming home. It really hit me just seeing this full-of-life little 10-year-old boy hopping around, you know, in my house and thought, how devastating would his life be? Fast forward a year after that, I actually had to notify someone that their spouse passed away. Oh my God. It was not injury-related. It was a health issue. But hearing that person say, what am I going to tell my kids when they get home from school today? And that has stuck with me for years, thinking through the devastating loss that that family is feeling, right? Forever. Those kids will never have their dad back, right? And so, it makes it so concrete when you do that, make safety personal, and you see You see their families, you see children, and really making sure why it's so important that we follow all of these different processes and that we're constantly learning, right? Just because you have a procedure doesn't mean it's good. Thinking through learning we do, we're working on learning from normal work. Don't just learn from when an issue happens, right? Talk to your front lines, find out how could this be made safer, the task you're doing, Right now and the process. How does this work? Is it cumbersome? How could we make it safer? And thinking through that, because when you think about a child, right, never having a parent come home, or a spouse, or siblings never seeing their sibling again, that, that just sticks in my heart and my mind. In really making sure that there's no risk worth taking, right? Making sure that we're following all of the things we need to be doing and we're looking for those hazards. Yes, accidents can still happen, but we've got to do everything in our power to try to prevent them from happening and limit the severity.

Yeah, absolutely. It's like this, this make safety personal topic is so exciting. I love it. And ultimately, it's all about reminding everyone that what you do matters. If you're a supervisor, you have direct impact on people around you. Just pay attention, care, take a step back. You know best, you know, any procedures probably Not going to be close to the person's experience and their intuition. Yeah, I love that concept. Honestly, it might be interesting to just have a conversation to talk through that at some point and just talk through what you learned from that, how you ran it and came out of it.

Absolutely. I think that hearing from the people that are doing the job day in and day out, we, you know, early in my career it used to be, here's the rule, here's the procedure, follow it, right? You don't question it. And we've got in Within our company, at least, we've got, you know, a very good mechanism for, hey, if a procedure isn't clear or you're not sure or it's, why are we doing it this way, ask. Let's talk about it, right? Nothing's written in stone. We can always learn. And so, we do— we actually do leadership engagements monthly where we actually require leaders to go out and talk to frontline and talk about, hey, what are you doing? Tell me what— how you could do this more safely, what tasks Do you have the tools you need? You know, those types of things. Do you have any challenges? It's a good get-to-know for those individuals, but it's also valuable, right? And we log those. We do learning teams. We get all the people that work on a process in a room together. And, okay, let's figure out how we can do this faster and safer, right? Do we need to have 25 steps? What is, you know, what's the purpose of each thing? If it's a required step, it's a required step, right? We're not fast and loose with a lot of the, some of those rules, but how can we improve? We're always looking to see how can we improve with that. And the bottom line being, how can we make it safer, environmentally, also build in sustainability into that, make it more efficient? What can we do to improve a process? And getting the frontline, you know, if you have just a bunch of engineers sitting behind a computer thinking through it, but they haven't done some— a task in 20 years, they're not the ones you should be asking, right? They can be in the room with the people that are actually doing the task day in and day out and getting all of those voices heard and building out the right process to improve the safety piece of it. Because we've learned, right? We've designed tools, they're great tools, but we didn't think about the ergonomic challenge of doing maintenance on that tool, right, when we designed it. So, building that into any of designs, right? And thinking through that, but then all the way down to while it's in use or a process is being done, learning constantly on how we can improve and not kind of just sitting back and saying, okay, well, everything seems to be working out fine until we have an incident and then we have to kind of scratch our heads and go back and look. So, really trying to build that mindset in of always be looking on how you can make something safer, a process, and really getting that voice heard All employees are kind of empowered and encouraged to speak up and to provide suggestions, comments, questions, etc.

I love it. And Bridget, the whole conversation was packed with advice, but would you have any specific advice to someone who's starting his or her career in the space?

Yes, I think learn from my mistakes. Don't be resistant to change. Change is inevitable. Change is constant. Use everything as an opportunity to learn. Right? Go in with that mindset of, how can I— I think sometimes, and we work really hard to not have this, but safety professionals, HSE professionals, are viewed as like an other. They're not part of the group, they're not part of the operation, they're the safety police watching to see if you do something wrong. Get embedded with that team, work and learn and understand what they do, right? And unless you're doing it, it's very difficult to provide insight on how something might be done more safely. Instead, thinking through how you can take every opportunity as an opportunity to learn and don't shy away from challenges. And the best learnings in my career have been because I was a fish out of water and was not familiar with something and I was thrown into it. And early in my career, I was kicking and screaming resistant, right? Very angry that this isn't my job. And having this mindset and then looking back after it and going, wow, that was actually really cool. And I learned so much. And so kind of having that open mindset, I think is huge. You know, I wish I could go back and talk to my 25-year-old self, but I would say, take everything as an opportunity to learn.

To learn.

Because you'll be amazed at, you know, yes, it might be painful because it's new, but looking back, it's what an amazing experience.

Love it. I can tell from how you're speaking and how you think about things that you've gone through so much, you know, and I can tell now you're talking from your heart. You've built wisdom around how to operate and how to empower people around you. So yeah, it's great to hear your stories. Thank you for sharing all of this. Are there any parting thoughts that you would like to leave people with?

Yes. Well, first of all, thank you so much. This was great fun. I enjoyed speaking about HSE and Safety. I think it's okay not to know everything. Surround yourself with wise people, and if you all don't know it, that's fine, right? Learn together, but always have that learning mindset and always be seeking ways to improve and prevent incidents, injuries in all that you're doing, right? Look at it from that lens, but look at it from the lens of how can I be helpful rather than coming in and telling someone you're doing it wrong. How can I help you prevent an injury and be a true partner. But I think surrounding yourself with very good, amazing teams and colleagues, and I'm fortunate that I have a really great organization and great leadership that do align with those values, but really build that team up, build value with your colleagues, and when problems come, you solve them together.

Solve them together. Just have a trust mindset, loving mindset, and and just be vulnerable and learn together in a non-judging environment.

Yes.

So well said. Thank you so much for your time, Bridget. I'm excited to see you face-to-face sometime when you're in the region.

I look forward to it. Thank you so much.

If you're ever visiting London, thank you.

Thank you.