In a world of driver-less cars and artificial intelligence, companies have an increased need to focus on safety in the workplace. Getty Images

New technologies — driverless vehicles, delivery drones, and AI — are making an accelerated push into operational excellence across industries, and are generating a lot of attention. Hype notwithstanding, we need to also think also about safety and risk and how to prevent safety incidents before they occur so that safety operates in partnership with new technologies and innovation.

Today, safety as process that is wrapped into ones' organizational culture requiring companies to look beyond intended performance and innovation breakthroughs, to their own assumptions about safety. And how it works and does not work, despite best efforts, financial investments and operations programs that are intended to create a culture that is incident free in the workplace.

When firmly in place, an effective safety culture instills an environment where employees differentiate between events which, while detrimental to performance, have low probability of generating an incident, and those with seemingly minimal impact on performance, yet high probability of escalation into full-blown safety incidents, accidents and sometimes deaths.

Six safety principles

Creating safety in the workplace requires a new and different mindset which incorporates six sustainable safety behaviors:

  1. Leadership consistently practice positive regard and good intent to articulate, demonstrate and reinforce employee behaviors that exemplify a commitment to safety.
  2. Leadership clearly communicate safety objectives and provide employees information to enable and empower employees to make value-based decisions and set priorities consistent with their levels of accountability and roles in the organization.
  3. Leadership supports employees identifying real and perceived barriers to a safe environment in compliance with policies, regulations and risks.
  4. Leadership practice positive employee regard to encourage, and assume good intent to accept, constructive challenges to policies and practices that have little or no value.
  5. Leadership support and create an environment in which commitment to identify risks during the course of one's work activities and take action, when first seen, creates a mindset that will genuinely transform the organization.
  6. Leaders are visible and consistently viewed by employees as champions of safety every day.

Safety mindset threats

Many current safety efforts occur after the incident takes place. In other words, after an injury happens — someone falls off a lift, for example — actions are taken to prevent similar injuries in the future. This is known as reactive safety and is not an ideal solution. If we can determine the why of an accident, safety can become proactive.

An effective safety program trains everyone, and encourages safety precautions, as well as strives to understand and reduce risk, rather than waiting for an accident to occur.

With an effective safety program in place your focus is always on preventing injuries before they occur and targeting 80 to 90 percent of the risk. Through utilization of this kind of process worker-controlled program, precautions can prevent injuries, reinforces these behaviors, identifies and removes systems, conditions and obstacles that make it difficult or impossible to take the right precautions.

In addition, employees may be practicing vicious compliance, in contrast to authentic commitment to process safety, in which they follow management's policies, procedures and other mandates "to the letter", even in situations where other choices would make more sense.

The workforce may act unilaterally based on their own assumptions, for example:

  • "They talk a good game about process safety, but I know it's really about getting the work done. I'll operate to get the desired production rate, even if this pushes the equipment to its limit." Indeed, the oft-ignored employee assumption and resulting belief is that production trumps process safety.
  • Employees' reliance upon personal experience to evaluate risk of low-frequency events: "As an employee, my experience teaches me that I've worn my personal protective equipment 100 times and there has never been an incident. So, if I don't wear it this one time, especially since I am so busy, it seems to me that the associated risk of an incident is quite low. So, why does management constantly 'get on me' about wearing it? Aren't there more important issues facing us?"

Routine behavior often includes silence or compliance, but with little challenge of issues or conversation about what could or might happen. As a result, management may perceive that all is well when in fact employees have significant concerns and issues.

To avoid major safety incidents, both known and unknown, an organization can take process safety to the next level by:

  • Exploring and challenging deeply-held beliefs, values, and assumptions by examining the underlying antecedents of process safety behaviors and utilizing new technology systems that shut down operation when a safety situation is first detected before an incident occurs.
  • Achieving the desired operational discipline, including paperless documentation, setting expectations, defining critical cyber secure procedures, and linking executive bonuses to achieving safety goals.
  • Focus on practicing a leveraged safety program that delivers results in the most effective and efficient mean possible by frequently focusing on decreasing threats, risks and increasing attention and communications to prevention, detection and correction.

The ultimate effective safety process and program relies upon effective use of new technologies in the workplace self- and organizational awareness, and the constant, never-ending focus on safety everyday and minute that we spend in the workplace.

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Mark Hordes is principal at Houston-based Mark Hordes Management Consultants LLC, an organizational consulting advisory.

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Groundbreaking prosthesis device designed at UH earns international ‘luminary’ award

give him a hand

A recent University of Houston graduate is receiving international recognition for his 3D-printable finger prosthesis.

David Edquilang, the creator of a low-cost prosthesis known as Lunet, was awarded the 2023 Red Dot: Luminary award last month at the Red Dot Award: Design Concept ceremony in Singapore. The luminary award is the highest recognition given at the international event, according to a release from UH.

Edquilang, who graduated from UH in 2022, developed Lunet while he was a student at the Gerald D. Hines College of Architecture and Design and under the mentorship of UH associate professor and co-director of the Industrial Design program Jeff Feng.

The prosthesis is made up of polylactic acid and thermoplastic polyurethane, two common types of 3D-printed plastics, and designed to be simple but essentially indestructible.

Lunet's "fingers" are made of four parts held together by plastic pins, compared to other prosthetics that feature many different parts and require metal fasteners, adhesives or tools.

“The problem with higher mechanical complexity is that these designs are less durable,” Edquilang says in the statement. “The more parts you have, the more points of failure. You need to make prosthetic fingers robust and as strong as possible, so it doesn’t break under normal use, yet you want the design to be simple. This was one of the greatest challenges in making Lunet.”

Lunet is also unique in that it includes a linkage mechanism that allows the fingers' distal knuckle (closest to the fingertip) to be more flexible, and even partially hyperextend backward to be more durable and realistic.

What's perhaps the rarest component of Lunet is that Edquilang has made it open access on the internet.

“Not every good idea needs to be turned into a business. Sometimes, the best ideas just need to be put out there,” Edquilang adds. “Medical insurance will often not cover the cost of a finger prosthesis, since it is not considered vital enough compared to an arm or leg. Making Lunet available online for free will allow it to help the greatest number of people."

The concept was born after Edquilang worked on an upper limb prosthesis with fellow UH student Niell Gorman. After that project wrapped, Edquilang, in partnership with Harris Health System, began designing a prosthetic hand for a woman who had lost three fingers due to frostbite. Edquilang and Feng continued to refine the product, and after conceptualizing the breakthrough idea for the flexible linkage for the distal knuckle, Lunet became what it is today.

The product has also won a 2023 Red Dot: Best of the Best award, two 2023 DNA Paris Design Awards, Gold for the 2023 Spark Design Award, and is currently a U.S. National Runner Up for the 2023 James Dyson Award.

“It feels great knowing you have the capability to positively impact people’s lives and give them help they otherwise wouldn’t be able to get,” Edquilang says.

This summer UH researchers also published their work on a wearable human-machine interface device that can track and record important health information but is less noticeable and lighter than a Band-Aid. The device could be attached to a robotic hand or prosthetic, as well as other robotic devices that can collect and report information to the wearer.

Also this summer, a team from Rice published their work on a new system of haptic accessories that rely heavily on fluidic control over electrical inputs to signal or simulate touch to a wearer. The technology, which was backed by the National Science Foundation, has uses for those with visual and auditory impairments and offers a slimmed-down design compared to other bulky complex haptic wearables.

Greening the bottom line: Houston expert on the business strategy for sustainability

Guest Column

Amid remarkable fund allocation towards tackling environmental, social, and corporate governance issues, investors deeply concerned about climate change exert substantial leverage on firms and regulators to make reforms.

Furthermore, the Securities and Exchange Commission has proposed new rules requiring all publicly listed corporations to disclose climate change risks in their regular filings with clear reporting obligations, such as information on direct greenhouse gas emissions (Scope 1), indirect emissions from purchased electricity or other forms of energy (Scope 2), as well as GHG emissions from upstream and downstream activities in the value chain (Scope 3).

Although sustainability has invariably moved to the top of the corporate agenda across various sectors, businesses still face challenges in effectively implementing these transformative changes. Many companies are still dealing with questions like:

  • What problems and possibilities should they prioritize?
  • Where should they devote time, effort, and money to have the most long term effect via business processes?
  • What principles, policies, and internal standards should be implemented to initiate the process and get good ESG ratings?
  • When do corporate sustainability challenges necessitate collaborations with other businesses to meet commitments and achieve goals?
  • What organizational behavior and change management measures should be incorporated to induce sustainability into the corporate culture?

One-fifth of businesses still need a sustainability plan in place, and fewer than 30 percent feel the effect of that strategy is evident to all employees.

Introducing climate-related practices across businesses and corporations takes time and effort. Since sustainability transformation initiatives span multiple business functions and units, whether they are helping or hurting the bottom line is often a fuzzy picture. It is not easy to quantify near-term profitable impacts directly emanating from sustainable strategies, disincentivizing many businesses from setting ambitious carbon reduction targets.

Businesses often struggle with what they intend to assess and what "good enough" performance looks like for the firm. Furthermore, sustainability performance reporting is infested with the inherent stakes of the legitimacy of data collection, defining the metrics and materiality, accountability to the stakeholders, the dynamism of the business environment, the complexity of reporting standards, and the risk of obsolescence of the tool.

For context, there are approximately 600 sustainability reporting standards, industry efforts, frameworks, and recommendations worldwide. Additionally, the one-directional data collection method used by the carbon market trading systems for scoring analyses often leads to intentional or unintentional greenwashing.

So then, what is the path forward?

An effective strategy would involve adopting a synergistic approach, just like the yin and the yang elements that embody balance and harmony on two distinct yet interconnected levels. The yin aspect, prevailing at the government level, would require a robust standardization of reporting frameworks via policymaking and regulations that can effectively implement suitable transformation engines for businesses. It will entail developing adaptable market mechanisms to successfully guide businesses and consumers to identify, plan, navigate, strategize, and execute greenhouse gas reduction initiatives. It will require answers to foundational questions like:

  • What tools and resources can help businesses improve their financial performance by reducing energy waste and energy costs?
  • How do manufacturers engage their suppliers in low-cost technical reviews to improve process lines, use materials more efficiently, and reduce waste?
  • How can waste management and recycling help a business by saving money, energy, and natural resources?

There is a dire need to standardize and consolidate the industry benchmarks and reporting frameworks against which businesses can assess their performance for climate action and potentially improve their bottom line by investing in appropriate carbon mitigation activities. This will create a fundamental shift in the mindset of corporates and raise the level of conversation from "Should we implement sustainable business frameworks?" to "How we could best implement sustainable frameworks for better ROI and an impactful bottom line?"

On the other hand, the yang element operates at the business or corporation level. Successful execution of sustainability strategies entails interweaving the sustainability thread into the business core across strategies and processes, operations and personnel, and products and services.

What is the business case for sustainability efforts? From operational cost savings to expansion in new markets, from enhanced brand equity to investor interest and share expansion, companies that incorporate robust and scalable sustainable practices have opportunities to unlock new sources of value capture and new markets that can deliver immediate financial rewards. Such measures will demonstrate the overall sustainability transformation's power and potentially provide money or cost savings to fund other components.

One way to do it is by introducing circular business models to reshape the whole product usage cycle: re-engineering product designs with more sustainable materials, redesigning the manufacturing lifecycle, recycling products, packaging, and waste, and reducing emissions in transportation, water, and energy consumption activities. By leveraging technology and AI in the extended system of interactions within and outside the business, companies can monitor, predict, and reduce the carbon emissions in their supply chains and yield immediate financial results.

Designing, implementing, and managing the foundational governance of sustainable business practices, strategies, structure, and tactics will require robust governance of sustainability efforts in all key business areas, including marketing, sales, product development, and finance. Additionally, organizational values, leadership initiative from the CEO and board level to the employees, and stakeholder interest are necessary to drive value for business policy. Involving employees in decision-making will help induce better commitment and accountability to implementing economic, social, environmental, and technologically sustainable interventions and initiatives.

Finally, businesses need to understand that they could truly develop long-term business success and shareholder value when they stop viewing sustainability from a compliance or ESG reporting lens. Long-term business success cannot be achieved solely by maximizing short-term profits but through market-oriented yet responsible behavior that automatically drives enhanced business bottom lines. This demands a collaborative partnership between policymakers, the private sector, nonprofit organizations, academia, and civic society to usher in economic growth, competitiveness, and consumer interest. This partnership is essential for environmental protection and social responsibility to ensure a sustainable future.

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Ruchi Gupta is a certified mentor and vice chair at SCORE Houston. This article originally ran on EnergyCapital.

Houston business leaders make donation to rising innovation hub, establish economic inclusivity initiative

supporting students

Two University of Houston alumni have made a donation supporting a project that will create a central campus hub for innovation activity.

Ali and Emad Lakhany, along with their family, have reportedly donated to their alma mater to support the University’s planned Innovation Hub. The amount of the donation was not disclosed but also contributed to economic inclusivity research at the C. T. Bauer College of Business, according to a UH news release, by establishing the Musa and Khaleda Dakri Center for Economic Inclusion.

With the gift, UH will name the second floor of the building the Salma and Hashim Yousuf Lakhany Entrepreneurship Floor, in honor of the brothers' parents who emigrated from Pakistan in the 1960s.

"My brother Emad, sister Lina, and I are thrilled to make this generous gift to the Bauer College of Business and the University of Houston’s innovation and entrepreneurship initiatives,” says CSM Group CEO Ali Lakhany, a 2007 UH graduate, in the release.

The CSM Group is a Houston company that works in restaurant franchising, telecommunications, hospitality, and real estate development.

“Our parents, immigrants to this country, have always instilled in us a profound belief in the power of entrepreneurship and the importance of giving back. With this contribution towards the Innovation Hub, we are honored to have a floor named after our parents within this remarkable building,” he continues. “We are excited about the boundless opportunities this space will offer to students, entrepreneurs and innovators. Together, we look forward to a future of endless possibilities and positive impact."

Originally reported about by InnovationMap, the UH Innovation Hub is a 75,000 square-foot building to rise on the site of the current Technology Annex building and open in 2026. In it will reside the Cyvia and Melvyn Wolff Center for Entrepreneurship, the Musa and Khaleda Dakri Center for Economic Inclusion, the Energy Transition Institute, a large makerspace, and more.

Ali Lakhany and Emad Lakhany are UH alumni. Photo via uh.edu