April 28 is recognized as World Day for Safety and Health at Work. For our employee spotlight this month, we are excited to feature James Armstrong, AmSpec’s Senior Vice President of Global Health Safety & Training / ESG. James first joined AmSpec back in 1995, starting as an Inspector/Lab Tech trainee.
In his interview, James highlights the importance of service, accountability, and teamwork—values that are reinforced by his background in the military and emergency services. He describes his leadership style as hands-on and immersive, emphasizing the need for trust and insights gained from direct involvement with the teams. His goal is to integrate health, safety, and training (HST) initiatives with the company’s business objectives, viewing these functions as critical to both operational efficiency and team morale.
Tell us briefly about yourself and how many years you have been at AmSpec.
I first joined AmSpec back in 1995 as an Inspector/Lab Tech trainee in Linden, NJ, and returned in 2014, continuing a career that has always been grounded in service, accountability, and teamwork — values I carried with me from my time in the military, police, fire, and EMS. Cross-training in both field and lab tasks formed the basis of my personal success. In 1998, I had the privilege of opening AmSpec’s first expansion office in New Haven Harbor, a hands-on leadership experience that still shapes how I lead today. Whether working in the field or supporting global programs, I have always believed in staying connected, leading by example, and ensuring that our health, safety, and training efforts truly support our people and align with the bigger picture. For me, it’s not just about compliance — it’s about culture, responsibility, and growing the right way.
Can you describe your leadership style and how it has evolved in managing global health, safety, and training programs?
My leadership style has always been about showing up — not just in title, but in presence. I believe real trust and insight come from being side by side with the teams doing the work, not managing from a distance. Over the years, I’ve shifted from doing it all myself to educating and empowering others to lead with the same level of care, accountability, and consistency. Whether I’m in the field, the lab, or rolling out global training programs, I stay grounded in a fully immersed, hands-on, boots-on-the-ground mindset. Leadership means listening, adapting, and never asking anyone to do something I wouldn’t do myself.
How do you align global health and safety initiatives with overall business objectives?
I see both HST and ESG not as separate functions, but as a foundation for everything we do — from operational efficiency to team morale and client trust. I stay connected to the field and labs because that’s where real insight comes from, and I use that perspective to shape programs that are practical, scalable, and aligned with both global standards and local realities. For me, it’s about making safety part of the daily rhythm, not an afterthought — a culture that drives performance, reduces risk, and supports long-term sustainability. Every decision I make starts with one question: Does this support our people and move the business forward?
What strategies have you implemented to foster a strong safety culture across multiple regions?
Fostering a strong safety culture across multiple regions starts with consistency in values and flexibility in how we apply them. One of the key strategies I’ve implemented is making safety personal, not just a set of rules to follow, but a shared responsibility that starts with leadership and reaches every level of the organization. That means being present, listening to local teams, and ensuring our programs reflect global standards and regional realities without negatively impacting local cultures.
I’ve focused on building trust first — through transparency, accountability, and leading from the front. We’ve developed clear reporting systems, practical training that speaks to real-world situations, and a culture where speaking up is encouraged, not penalized. I also make it a point to recognize and support those who go above and beyond, because safety champions aren’t just found in job titles — they’re at their desks, in the training rooms, in the labs, and out in the field every day, 24/7/365 globally.
It’s also been important to create alignment—connecting safety to our business outcomes so it’s seen as a value-add, not a barrier. That’s helped us build buy-in, not just compliance. Over time, by showing consistency in our expectations and presence in our actions, we’ve seen a shift from safety being a program to it becoming part of who we are.
What methods do you use to ensure that health and safety training is effective and engaging for a diverse workforce?
To make health and safety training meaningful and effective, I focus on meeting people where they are — in both language and experience. I’ve learned that training isn’t one-size-fits-all; what works in one region or role might not in another, so I collaborate closely with local teams to tailor content that’s practical, hands-on, and relevant to the challenges they actually face. I make sure training doesn’t feel like a checkbox — we use real examples, interactive formats, and open discussions to keep it engaging and rooted in real-life impact. I rely heavily on feedback from those receiving the training, not just those delivering it, and I stay personally involved by showing up, listening, and making space for questions. You can find me in front of many classrooms and public educational engagements every month. That presence reinforces that safety is something we all share responsibility for. At the end of the day, effective training is about respect for people’s time, experience, and perspective. When people feel heard and supported, they engage more fully and carry that knowledge with them into the work.
How do you prepare an organization for potential health or safety crises like pandemics or natural disasters?
Preparing for health and safety crises like pandemics or natural disasters starts with the understanding that it’s not a matter of if, but when — and that mindset drives everything I do. I approach preparedness as an ongoing, layered strategy rooted in clear protocols, cross-functional crisis teams, and hands-on training that prepares people for real-world scenarios. It’s not just about checking boxes — it’s about being truly ready with region-specific contingency plans, strong local leadership, and reliable communication channels that can be activated quickly and effectively. I focus just as much on culture as I do on planning — building accountability, encouraging situational awareness, and reinforcing adaptability at every level. Regular drills, debriefs, and strong partnerships with local authorities help us stay sharp and connected. And through it all, I never lose sight of the human side — in any crisis, people need calm, clear, and present leadership. My goal is to create preparedness that empowers, not alarms — so when it counts, we protect our people and keep the organization moving forward with confidence.
What role do data and analytics play in your incident investigation process?
I see data and analytics as powerful tools in incident investigations, but never as a substitute for real understanding. Data can show us what happened and when, but to truly learn and improve, you have to get on the ground, talk to the people involved, and understand the “why” behind it. I use analytics to spot patterns, highlight risk areas, and guide focus, but every incident, no matter how minor, is a chance to dig deeper and listen to those closest to the work. That human insight is just as important as the numbers. Data adds value in driving accountability and continuous improvement, helping us track corrective actions, measure what’s working, and keep everyone aligned across teams and regions. Over time, that consistency helps shift the culture from reacting to prevention. Data is never the end goal; it’s a tool to ask better questions, guide smarter decisions, and ultimately create safer, stronger operations through insight and action.
How do you communicate safety incidents to stakeholders, including executives, employees, and regulatory bodies?
When it comes to communicating safety incidents, I focus on transparency, clarity, and respect for the audience — whether it’s frontline employees, executive leadership, or regulatory bodies. Every incident, big or small, is an opportunity to reinforce our commitment to safety and continuous improvement. For employees, I emphasize honest communication that prioritizes learning over blame, explaining what happened, what we’ve learned, and the steps we’re taking to prevent it from happening again. With executives, I align the message with business continuity, risk management, and strategy, always highlighting that our people come first and that safety is non-negotiable. When communicating with regulatory bodies, I ensure we’re thorough, compliant, and proactive in sharing our corrective actions. These principles guide me in internal communication and on the global stage, whether speaking at the United Nations, the White House, the European Parliament, or supporting safety initiatives at the U.S. Capitol. The core message is always the same: safety isn’t just a policy, it’s a promise — and it’s kept through consistent communication and leadership that stays connected to the people doing the work.
How do you work with operations, HR, and legal teams to integrate health and safety into business processes?
Working with Operations, HR, and Legal to integrate health and safety into business processes is all about breaking down silos and building shared ownership. I don’t see safety as a separate function — it has to live and breathe within the day-to-day decisions that every team makes.
With Operations, I stay close to the field — walking the sites, listening to teams, and working side by side to make sure safety is built into workflows, not layered on top as an afterthought. It’s about finding practical solutions that meet compliance and support how work gets done safely and efficiently.
With HR, it’s about embedding safety into our people’s practices, from onboarding and training to wellness initiatives and leadership development. We align on messaging, culture, and expectations, so safety becomes a natural part of supporting, developing, and protecting our people across regions and roles.
With Legal, I focus on being proactive—ensuring we’re not just reacting to issues but staying ahead of them. That means working together on risk assessments, incident reviews, and regulatory compliance while also making sure we communicate clearly and consistently when incidents do occur. We share a goal: protecting the company by protecting its people.
What ties it all together is trust and a shared belief that safety isn’t something one team owns — it’s everyone’s responsibility. By staying grounded in real-world challenges and being willing to roll up my sleeves, I’ve found that collaboration with these departments becomes less about process and more about purpose.
How do you engage with local site leaders to implement safety policies effectively?
Engaging with local site leaders is one of the most important parts of building a strong safety culture, and I approach it as a partner, not from the top down, but side by side. I start by listening, asking thoughtful questions, and understanding each location’s specific challenges and strengths. The best solutions often come from the people closest to work, so I focus on collaboration, making sure our safety policies are practical, relevant, and feel like tools, not burdens. I work hard to empower local leaders, not just direct them, and I make it a point to recognize those who may not always be in the spotlight but are doing the work that keeps our people safe. Whether it’s a large facility or a small remote site, I believe every voice matters in shaping how we grow and sustain our programs. For me, it’s about trust, shared accountability, and showing up — not just when there’s a problem, but consistently, with respect and a willingness to do the work alongside the team. That’s how we turn policy into progress and create a safety culture that actually sticks.
Have you worked with external agencies (TIC Safety Council, OSHA, WHO, etc.)? How do you manage those relationships?
Working with external agencies — from the U.S. Senate and Congress to the United Nations, European Parliament, foreign governments, royalty, and regulatory bodies like the FAA, EPA, US Customs, OSHA, API, and the TIC Council — has never been about proving what we know; it’s about showing we’re here to listen, learn, and lead with integrity. I approach every partnership with humility and respect, recognizing that while we may come from different spaces, we often share the same goals: protecting people, preserving the environment, and doing the right thing, even when it’s hard. I treat these relationships as long-term commitments rooted in transparency, consistency, and collaboration, not just compliance. Whether I’m speaking globally or working locally, I stay engaged, ask the right questions, and ensure our teams are aligned so that when we show up, we do so with one voice and a genuine commitment to continuous improvement. Above all, I remember who I represent — the people in the field, in the labs, and in the offices — and I carry their safety, their voices, and their future into every conversation.
What strategies do you use to ensure employee buy-in for health and safety programs?
Getting genuine buy-in for health and safety programs begins with trust, as people won’t support what they don’t believe in. I’ve found that the key is being transparent, consistent, and deeply human in the way we communicate that safety isn’t about merely checking a box; it’s about protecting one another, strengthening the business, and creating a culture where people feel safe and valued. I adopt a proactive, hands-on approach, collaborating closely with site leaders to anticipate concerns, tailor messaging to local realities, and translate global goals into something relatable and actionable on the ground. It’s not about enforcing policy — it’s about cultivating ownership, which takes time, active listening, and presence. I link safety directly to performance, helping teams understand how strong programs reduce incidents, enhance efficiency, protect jobs, and ensure everyone returns home safely. A principle I live by is “two is one, one is none” — meaning we can’t rely on just one person, one process, or one piece of equipment. Redundancy isn’t inefficiency; it’s smart, it’s strategic, and it’s what resilience looks like in practice. I ensure our programs are constructed with backup systems and shared responsibility, so that safety doesn’t crumble if one element fails. Additionally, I make sure we celebrate the quiet wins — the folks leading by example and the steady progress that builds real momentum. For me, the goal isn’t just compliance — it’s inclusion. I don’t merely roll out programs; I engage people in the process, because that’s how you build something that lasts and truly matters.
What emerging global health and safety trends do you believe will impact the industry in the next 5 years?
Looking ahead, I believe the next five years will bring a significant shift in how we define and deliver health and safety, not just as a compliance function, but as a strategic driver of organizational resilience, sustainability, and human performance. Through my work with government agencies, industry councils, and global think tanks, I’m seeing five key trends emerge that will reshape our industry:
- The Integration of Mental Health and Wellbeing into Core Safety Strategy
We’re moving beyond hard hats and hazard signs. Mental health, psychological safety, and workforce resilience are no longer peripheral conversations — they’re becoming central to how companies assess and manage risk. Organizations that integrate mental health support into their safety culture will lead in both retention and performance.
- Data-Driven Safety — Predictive, Not Just Reactive
The rise of AI, machine learning, and wearable tech is transforming how we anticipate risk. We’re heading into a world where we’ll be able to predict incidents before they happen — not based on assumptions, but on real-time behavior and environmental data. However, the real challenge will be using that data responsibly and without losing the human connection.
- ESG as a Safety Imperative
Environmental, Social, and Governance (ESG) commitments are becoming non-negotiable in global business. Health and safety are no longer siloed — they are now pillars of sustainability. Investors, clients, and regulators want to know how you’re protecting people as part of your impact strategy. That alignment will become essential to global competitiveness.
- Greater Regulatory Convergence — and Scrutiny
Global agencies, like the UN and WHO, and regional bodies, like the EU and US agencies, are increasingly working together to set unified expectations. That’s going to mean higher standards, tighter reporting, and less room for region-by-region discrepancies. Organizations will need to be agile, transparent, and globally aligned to keep pace.
- The Rise of Worker-Centered Safety Innovation
Technology is accelerating, but the real breakthroughs will come from the ground up. Frontline innovation — from field crews to lab techs — will drive the next evolution of safety practices. Organizations that create space for those ideas to surface and scale them across geographies will build cultures that are not only safer but also smarter and more inclusive.
Through strong partnerships with global agencies, industry leaders, and forward-thinking institutions, I’ve seen that the future of safety will belong to those who lead with vision and empathy—who understand that protecting people is not only a responsibility but a strategic advantage.
