Waheed Lawal is an area construction EHS manager at tech giant Microsoft, where he helps drive safety improvements for large-scale data center projects and other critical operations. Motivated by some of the world’s biggest safety disasters, he is determined to protect workers and believes in building a strong safety culture.
At Microsoft, Lawal’s responsibilities include reviewing general contractor plans for comprehensive safety management programs, conducting follow-up audits to ensure contractual compliance, investigating incidents, and reviewing hazard risk assessments.
Lawal has 17 years of hands-on experience, with 10 years in leadership roles. His previous positions include EHS engineer III at Blue Origin; health and safety manager at Schnitzer Steel; and EHS supervisor at Graham Construction. Additionally, he serves as the alternate graduate student director on the board of Washington State University’s (WSU) Student Book Corporation.
Lawal has earned his Certified Safety Professional (CSP) and Construction Health and Safety Technician (CHST) certifications. He also holds a master’s degree in health and safety management systems from Central Washington University and is currently pursuing a PhD in civil and environmental engineering at WSU.
To learn more about Lawal and his take on industry issues, please read the Faces of EHS interview below:
Q: How did you get your start in the field?
I initially began my career as a geologist, influenced by my father, who was an environmental professional. His career as a retired chief environmental officer inspired me to enter the safety profession. This inspiration deepened after learning about the tragic story of the Piper Alpha oil platform disaster.
After earning a degree in geosciences and working in that field, I encountered the details of the Piper Alpha incident during an orientation session on oil and gas. On July 6, 1988, a series of explosions sank the platform in the North Sea, resulting in the deaths of 167 people. This moved me profoundly; I was driven to prevent such tragedies from occurring. It rekindled a childhood desire to pursue the safety path, like my father had. Consequently, I began shadowing a safety professional at my workplace and took certifications to further my knowledge in the field.
Q: Who has been your biggest influence in the EHS industry, and why?
My biggest influence has been Arnold Dix, an Australian professor and safety professional who demonstrated exceptional leadership with remarkable courage and humanity. I have been fortunate to work under various exceptional leaders who provided me with opportunities to kick-start my career in the U.S., including Brian Sorensen (safety director), Bo Swoboda, Brad Hettle (Balfour Beatty), Brent Knight (who offered early guidance in the U.S.), Hunter Burke, Larry Price, and Darrin Linker.
Q: What’s your favorite and least favorite part about working in the industry? Would you change anything?
My favorite aspect of working in the EHS industry is the opportunity to contribute to the protection of the people who build things whether in construction, aerospace, oil and gas, or data center construction. I find deep satisfaction in caring for others.
My least favorite aspect is the potential for significant stress. Balancing the desire to protect with the ever-present pressure of potential crises creates unique and considerable strain. Dealing with the consequences of accidents and responsibility for people’s safety can be mentally and emotionally challenging.
Q: What are your thoughts on safety culture? How can company leaders make safety a value within their organization?
Safety culture, a key component in organizational management, originated from the nuclear industry in the wake of the 1986 Chernobyl nuclear disaster.
In my view, a strong safety culture is one where safety is embedded in the organization’s core values and everyday operations. This involves promoting an environment where employees feel empowered to voice concerns and where hazards are actively managed. A weak safety culture, on the other hand, might tolerate shortcuts, overlook hazards, or even silence those who raise safety concerns. The examples of Fukushima, Chernobyl, and Challenger tragically show what happens when a safety culture is deficient. These weren’t simply accidents; they were failures of systems and mindsets.
Leaders often face challenges from conflicting business priorities, production goals, cost pressures, and deadlines, which can overshadow safety initiatives. Leaders may recognize the importance of safety but struggle to prioritize it in the face of these demands. Think of it as building a house; you wouldn’t build a house without a strong foundation. Similarly, a strong safety culture requires embedding strong safety practices into the foundation of operations. This strong foundation must be built by company leaders. Safe operation is a foundation for businesses’ long-term sustainability.
Here are some actionable steps:
Establish Safety Principles: Clearly articulate safety principles that guide decision-making and operational practices within the organization, ensuring everyone understands what safety entails in daily actions.
Model Safe Behavior: Leaders should consistently demonstrate safe practices. When leaders prioritize safety, employees are more likely to follow suit.
Encourage Upward Feedback: Seek input from employees at all levels regarding safety procedures. The lessons from disasters like Fukushima emphasize the dangers of a culture that discourages questioning and dialogue.
Invest in Training: Focus on delivering meaningful, relatable training that builds employees’ confidence and capability in safe practices, ensuring they feel equipped to prioritize safety in their roles.
Q: What safety concerns or issues do you think need more prioritization in EHS programs?
Today, we are seeing a troubling rise in mental health issues, especially in the construction industry, where suicide rates are particularly high. This situation really stresses the importance of prioritizing mental health care programs for their teams. When our minds are healthy, our bodies can perform safely and effectively.
By developing strong mental health initiatives, we not only help individuals cope with stress and challenges, but we also foster a sense of community and belonging. I believe that when organizations genuinely invest in the well-being of their workers, it leads to a safer, more productive environment where everyone can thrive.
Q: What will be the impact of environmental, social, and governance (ESG) principles on the EHS industry?
The impact of ESG principles on EHS industry is increasingly important. As companies adopt ESG frameworks, integrating sustainability and ethical governance into their operations directly influences EHS practices. Organizations recognize that EHS compliance plays a role in meeting ESG objectives. This alignment fosters a proactive approach to risk management, extending beyond mere regulatory compliance to encompass environmental stewardship and social responsibility.
Q: How will new safety technologies influence the work being done by EHS professionals?
The integration of advanced technologies increases efficiency and empowers EHS professionals to focus on strategic decision-making, freeing them to cultivate a culture of safety and sustainability. This leads to healthier work environments and improved compliance with safety regulations. Embracing these changes is crucial for organizations seeking to thrive in a landscape of increasing scrutiny on sustainability and safety.
Q: What are you most proud of?
I’m very proud of my career path. I’ve purposefully taken a varied career path that has allowed me to gather valuable experience in fields like oil and gas, construction, and aerospace. I’ve been fortunate to take on crucial roles in Blue Origin’s New Shepard and New Glenn programs, and I’ve also engaged in Blue Casting and additive manufacturing projects. Most recently, I’ve transitioned into data center builds for Microsoft. For me, this journey has never been about just collecting titles; it’s really been about mastering specific skills along the way.
One of the most challenging yet rewarding experiences I’ve had was working on the vertical integration of Blue Casting processes. I also had the chance to lead a collaboration with the general contractor on data center EHS implementation while pursuing my PhD in civil and environmental engineering from WSU. This role stretched me to lead cross-functional teams, manage safety programs, and build strong relationships with various leaders.
Throughout all these experiences, my dedication to continuous learning and research has helped me develop a unique approach that equips me to meet the changing demands of the EHS industry. I’m genuinely excited about what the future holds, and I look forward to continuing this journey!
Q: Do you have any advice for people entering the EHS profession?
To all the aspiring EHS professionals, I want to share some important thoughts that can guide you on your journey. The world is evolving rapidly, and the ability to be flexible and adaptable is crucial. Embrace continuous learning; it’s an integral part of your personal and professional development. Remember that there isn’t a one-size-fits-all solution to every challenge, so keep an open mind and explore various perspectives.
Your genuine commitment to keeping people safe is invaluable. Don’t hesitate to advocate for what’s right, even when the situation is tough. Staying receptive to feedback and being coachable will greatly benefit you. While it’s important to think independently, cultivating respectful relationships with your colleagues is equally essential. Balancing these aspects may be challenging, but the effort is worthwhile.
Finally, never underestimate the power of support and networking with fellow EHS professionals. Success in safety is not solely about knowledge; it’s also about having the right attitude and approach. Remember, you are not alone on this path, and together, we can make a significant impact.
Are you or a colleague an EHS professional interested in being profiled for the Faces of EHS series? Please contact Joe Bebon at JBebon@BLR.com.