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.

This Houston business expert has tips on managing change — whatever it is you might be changing. Pexels

Expert answers 5 common questions about change management

Cha-cha-changes

The times they are a changin' and with that comes managing everything from introducing new technology to hiring new senior-level leaders with innovation on the mind. Whether your company is introducing the former, the latter, or a combination of the two, there might be a few questions you have surrounding change management.

1. What is the definition of change management? Isn't it just about communications and training?
Change management is a process by which you engage the workforce in involvement in the change as well as identify where the resistance is, reduce it, and increase the ownership and buy in of the change process with support of the leadership. Communications and training are enablers of change.

2. What has been the biggest challenge companies face in implementing the management of change? How do successful companies overcome this issue?
Resistance to change always shows up whenever you ask people to do something they have not done before. Organizations that think ahead will deploy a short readiness for change survey and run a few focus groups to identify where potential resistance is. Quite often two issues usually rise to the top: "What is in it for me to go along with the change?" and "What will not change?"

Both of these issues require good communications before any change effort is begun. Several companies have set up hotlines to address rumors and also ran town hall meetings, email blasts, electronic bulletin boards, and newsletters with frequently asked questions, before any major change work in is undertaken.

Once the effort is underway it also makes sense to make random call to employees to gage how well the workforce is aware of the change and understanding its impacts.

Being proactive with your communications is key to ascertain the effectiveness of on-going communications, clarity of key messages, frequency of communications, and getting feedback if the right people are communicating at the right time to the right audience.

3. What do companies report to be the biggest failure in applying a change management process, what are the lessons learned from that experience?
Failure of Leaders, managers, and sponsors to go through training first in order for them to be role models for supporting the change. When they failed to do this, the workforce do not believe the leaders and management team are committed to the change. The lesson learned from this is to not only train leaders and managers first, but also have them kick-off training sessions and also teach some aspect of it.

4. What role does stewardship and governance play in a successful change process?
What we are really talking about is sponsorship for change. Sponsorship must exist at various levels of the organization. These are stewards who champion the change process even when progress runs into road blocks. And you must provide sponsors with tools to identify change issues and provide them with change intervention techniques to address whatever comes up; turning problems into opportunities, how to be an active listener, how to ask open-ended questions, etc.

Sponsors also need to report biweekly how they see the change is progressing as listening posts to the organization, and how to process the information from the workforce to ensure that everyone see's first hand that communications and feedback is a positive part of the effort.

5. How do organizations successfully measure change?
It's important to use some form of a balanced scorecard that uses data from survey's and focus groups. Metrics for calibrating, awareness, understanding, buy in, engagement and involvement, as well support are important stages of change that require tracking. These metrics need to be established early on and tracked monthly throughout the change journey. If you can't measure it, you probably cannot change it.

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

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6 Houston startups disrupting industries with innovative technology

meet the finalists

Houston is no stranger to technology that's shaping the future. As the longtime location of NASA Johnson Space Center to home base for new ventures disrupting industries with their technology, the Bayou City has had its finger on the pulse of what's new and next for decades.

The Deep Tech Business category in our 2025 Houston Innovation Awards will honor an innovative startup providing technology solutions based on substantial scientific or engineering challenges, including those in the AI, robotics and space sectors.

Six deep tech companies have been named finalists for the 2025 award. They range from a company developing predictive software to accelerate the energy transition to a new venture that's developing humanoid robots.

Read more about these businesses, their founders and their breakthrough technologies below. Then join us at the Houston Innovation Awards on Nov. 13 at Greentown Labs, when the winner will be unveiled.

Tickets are now on sale for this exclusive event celebrating Houston Innovation.

ARIX Technologies

Industrial and robotics company ARIX Technologies is an integrated robotics and data analytics company that delivers inspection services. Its ARIX VENUS robot combines aerospace-grade engineering, advanced non-destructive testing (NDT) and AI-powered analytics to detect hidden corrosion under insulation for the downstream energy, petrochemical, and chemical processing sectors.

ARIX was founded in 2017 by Dianna Liu, a former ExxonMobil engineer. Craig Mallory serves as CEO. The company reports that it is scaling deployments with major Gulf Coast refineries, expanding its analytics platform to include predictive corrosion modeling and growing a global partner program.

Little Place Labs

Space tech company Little Place Labs is developing an AI, machine-learning software across a network of satellites that can provide insights from space in under seven minutes.

The company was founded in 2022 by CEO Bosco Lai and CTO Gaurav Bajaj. The company recently received an award from the U.S. Space Force that will support it in deploying multiple applications and products onto more than 55 satellites over the next 36 months for both national security and commercial use cases. The company won the Security, GovTech & Space competition at the SXSW Pitch showcase last year.

Newfound Materials

Newfound Materials has developed a predictive synthesis software platform for accelerating the discovery of novel materials for critical energy applications, such as batteries, magnets, catalysts, and more. It guides users on the best experiments to try in the lab to optimize the synthesis of their materials.

Newfound Materials was founded in 2024 by CEO Matthew McDermott and participated in the inaugural Activate cohort. The company plans to release a public web app soon. It also has plans to raise a pre-seed or angel round.

Paladin Drones

Paladian develops drone-as-first-responder (DFR) systems for public safety. Its technology gives first responders live aerial video before teams arrive, enabling quicker decisions, better resource allocation and reduced false alarms.

The company was founded in 2018 by Divyaditya Shrivastava and participated in the Y Combinator accelerator that year. The company raised a $5.2 million seed round in 2024 and another round for an undisclosed amount earlier this year. In the future, it plans to expand its DFR deployments into more cities, offer new payload delivery capabilities (like delivering Narcan and life vests), and enhance deconfliction features.

Persona AI

Persona AI is building modularized humanoid robots that aim to deliver continuous, round-the-clock productivity and skilled labor for "dull, dirty, dangerous, and declining" jobs.

The company was founded by Houston entrepreneur Nicolaus Radford, who serves as CEO, along with CTO Jerry Pratt and COO Jide Akinyode. It raised eight figures in pre-seed funding this year and also expanded its operations at the Ion. The company is developing its prototype of a robot-welder for Hyundai's shipbuilding division, which it plans to unveil in 2026.

Tempest Droneworx

Tempest Droneworx provides real-time intelligence collected through drones, robots and sensors. Its Harbinger software platform shares data through a video game engine and aims to provide teams with early warning and insight to help them make decisions faster.

The company was founded in 2021 by CEO Ty Audronis and COO Dana Abramovitz. It participated in the Mass Challenge Air Force Labs and won the Best Speed Pitch at SXSW earlier this year. The company is currently raising a $2.5M seed round.

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The Houston Innovation Awards program is sponsored by Houston Community College, Houston Powder Coaters, FLIGHT by Yuengling, and more to be announced soon. For sponsorship opportunities, please contact sales@innovationmap.com.


Houston has the lowest inflation problem in the U.S., new study finds

Money Talk

Despite the national inflation rate sitting at 3 percent as of September 2025, the impact of inflation on Houston and the surrounding area isn't as severe as the rest of the U.S., a new study has revealed.

Houston-The Woodlands-Sugar Land ranked as the metro with the smallest inflation problem in the U.S. in WalletHub's October 2025 "Changes in Inflation by City" report.

The study tracked inflation changes for 23 major metropolitan statistical areas (MSAs) using Consumer Price Index data from the latest month available and compared to data from two months prior. The analysis also factored in inflation data from last year to analyze both short- and long-term inflation changes.

Compared to two months ago, the inflation rate in Houston fell by 0.1 percent, and local inflation is only 1.10 percent higher than it was a year ago, WalletHub said.

Houston residents may be feeling the sting a lot less than they did in January 2024, when WalletHub said the city had the 7th highest inflation rate in the country. And yet, Houstonians are increasingly concerned with the economy and its effects on inflation, a recent University of Houston survey found.

A separate WalletHub study named Texas the No. 1 most "financially distressed" state in the U.S. for 2025, adding to the severity of Texans' economical woes.

U.S. cities with the worst inflation problems

Denver-Aurora-Lakewood, Colorado topped the list as the city with the No. 1 worst inflation problem as of September. The Denver metro saw a 1 percent uptick in inflation when compared to two months prior, and it's 3.10 percent higher than it was a year ago.

Elsewhere in Texas, WalletHub ranked Dallas-Fort Worth-Arlington as the metro with the 8th lowest inflation problem nationwide. That's a fair shift from a previous report from June 2025 that ranked DFW the No. 1 U.S. metro with the lowest inflation issues.

The top 10 metros where inflation has risen the most as of September 2025 are:

  • No. 1 – Denver-Aurora-Lakewood, Colorado
  • No. 2 – Los Angeles-Long Beach-Anaheim, California
  • No. 3 – Chicago-Naperville-Elgin, Illinois-Indiana-Wisconsin
  • No. 4 – Boston-Cambridge-Newton, Massachusetts-New Hampshire
  • No. 5 –Minneapolis-St. Paul-Bloomington, Minnesota-Wisconsin
  • No. 6 – (tied) Philadelphia-Camden-Wilmington, Pennsylvania-New Jersey-Delaware-Maryland and Washington-Arlington-Alexandria, D.C.-Virginia-Maryland-West Virginia
  • No. 8 – Anchorage, Alaska
  • No. 9 – New York-Newark-Jersey City, New York-New Jersey-Pennsylvania
  • No. 10 – San Diego-Carlsbad, California
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This article originally appeared on CultureMap.com.

Axiom Space taps solar array developer for first space station module

space contract

Houston-based Axiom Space is making progress on developing its commercial space station.

The company awarded Florida-based Redwire Corporation a contract to develop and deliver roll-out solar array (ROSA) wings to power the Axiom Payload Power Thermal Module (AxPPTM), which will be the first module for the new space station.

AxPPTM will initially attach to the International Space Station. AxPPTM will later separate from the ISS and rendezvous with Axiom’s Habitat 1 (AxH1) on orbit. Eventually, an airlock, Habitat 2 (AxH2) and finally the Research and Manufacturing Facility (AxRMF) will be added to the first two Axiom modules.

AxPPTM is anticipated to launch toward the end of 2027. The two-module station (AxPPTM and AxH1) is expected to be operational as a free-flying station by 2028, and the full four-module station around 2030.

The modules will be integrated and assembled at Axiom Space’s Assembly and Integration facility, making them the first human-rated spacecraft built in Houston.

Redwire’s ROSA technology was originally developed for the ISS, according to Space News. It has yielded a 100 percent success rate on on-orbit performance. The technology has also been used on NASA’s Double Asteroid Redirection Test mission, the Maxar-built Power and Propulsion Element for the Artemis Lunar Gateway and Thales Alenia Space’s Space Inspire satellites.

“As a market leader for space power solutions, Redwire is proud to be selected as a strategic supplier to deliver ROSAs for Axiom Space’s first space station module,” Mike Gold, Redwire president of civil and international space, said in a news release. “As NASA and industry take the next steps to build out commercial space stations to maintain U.S. leadership in low-Earth orbit, Redwire continues to be the partner of choice, enabling critical capabilities to ensure on-orbit success.”