The Campbell Institute

Mitchell Jacobs from United Airlines discusses the four methods of communication the company uses to “win hearts and minds with messages that are meaningful globally and delivered effectively” to its 90,000 workers worldwide.

Lynette Dowler, from DTE Energy, explains how her organization addressed complacency in the workforce by introducing the “Life Critical” program and, as a result, has recorded two consecutive years of record-setting safety performance.

Jim Dorris from United Rentals discusses how – with new technologies and the new, digital-driven generation in mind – he "set out with the mission to leverage technology and innovation to truly improve the learning experience for my company's skills-based workforce and customers."

Amy May from Boeing Co. discusses the organization’s workplace safety initiative, “Go for Zero,” and its four guiding principles.

Pat Cunningham from BROWZ asks “How are smaller companies – with limited resources – able to embrace the management system approach to safety?”

Richard Cerenzio from ISN shares his story of how a purple octopus helped reduce hand-related injuries at one company.

Bryan Trotter from Microsoft asks, “Should the impact of a company safety program stop at the corporate “fence line,” or does a more holistic approach make sense and then become expected by shareholders and customers?”

Can safety professionals borrow a methodology from art history to help improve hazard identification? Adam Levine from the Toledo Museum of Art discusses “teaching the ability to see.”

Kristen Simon from Norfolk Southern Corp. offers her advice on “avoiding the yets” – curtailing behaviors that are unsafe but have not yet resulted in injury.

Joe Stough from IHS explains how to find the right leading indicators to drive organizational behaviors and conditions that result in improved safety performance.