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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CultureMap Emails are Awesome

Deadline extended: InnovationMap, HX open nominations for new combined awards gala

calling all innovators

Update: The deadline for nominations have been extended to midnight on Sunday, October 2.

InnovationMap is back to honor local startups and innovators — and this time, we've upped the ante.

Houston Exponential and InnovationMap have teamed up to combine their annual awards and event efforts to premiere a brand new program. The Houston Innovation Awards Gala on Wednesday, November 9, at The Ion will be a comprehensive event honoring Houston founders, innovators, investors, and more. InnovationMap and HX, which was acquired earlier this year, are in the same network of ownership.

Nominations are open online until midnight October 2, and nominees will have until October 11 to complete an additional application that will be emailed to nominees directly. A group of industry experts and Houston innovation leaders will review those submissions and determine finalists and winners across 11 categories. The categories for this year's awards are:

  • BIPOC-Owned Business honoring an innovative company founded or co-founded by BIPOC representation
  • Female-Owned Business honoring an innovative company founded or co-founded by a woman
  • Hardtech Business honoring an innovative company developing and commercializing a physical technology across life science, energy, space, and beyond
  • B2B Software Business honoring an innovative company developing and programming a digital solution to impact the business sector
  • Green Impact Business honoring an innovative company providing a solution within renewables, climatetech, clean energy, alternative materials, and beyond
  • Smart City Business honoring an innovative company providing a tech solution within transportation, infrastructure, data, and beyond
  • New to Hou honoring an innovative company, accelerator, or investor that has relocated its primary operations to Houston within the past three years
  • DEI Champion honoring an individual who is leading impactful diversity, equity, and inclusion initiatives and progress within Houston and their organization
  • Investor of the Year honoring an individual who is leading venture capital or angel investing
  • Mentor of the Year honoring an individual who dedicates their time and expertise to guide and support to budding entrepreneurs
  • People's Choice: Startup of the Year selected via an interactive voting portal during of the event
Nominees can be submitted to multiple categories.

Additionally, the awards gala will honor an innovator who's made a lasting impact on the Houston innovation community. While you may nominate an individual for the Trailblazer Award via the online form, the judging committee will not require applications or nominations for this category and will be considering potential honorees from the ecosystem at large. If you are interested in sponsorship opportunities, please reach out to cbuckner@houstonexponential.org.

Last year, InnovationMap introduced its awards program and named 28 finalists and honored the nine winners on September 8. Click here to see more from last year's event.

Tickets for the November 9 event are available online. Early bird tickets will be $60 per person and startup founders will be able to attend for $25.

Click here to submit a nomination or see form below.


Major corporation opens hub for global decarbonization in Houston

seeing green

Management consulting giant McKinsey & Co. plans to spend $100 million over the next decade to pump up Houston’s decarbonization economy.

McKinsey says the initiative will, among other things, focus on:

  • Promoting innovations like carbon capture, utilization, and storage (CCUS) and green hydrogen
  • Revamping business models for carbon-heavy companies
  • Ramping up the community of local startups involved in energy transition
  • Developing talent to work on decarbonization

As part of this program, McKinsey has set up a decarbonization hub in its Houston office, at 609 Main St.

“Decarbonization will lead to a new chapter of economic development, while also addressing a critical problem of climate change,” McKinsey partner Nikhil Ati says.

Global decarbonization efforts over the next three decades will require a $100 trillion investment, according to Utility Dive. Houston, home to 40 percent of publicly traded oil and gas companies, stands to gain a substantial share of that opportunity.

McKinsey’s Houston office has worked for several years on Houston’s energy transition initiatives. For instance, the firm helped produce a study and a whitepaper on energy transition here. The whitepaper outlines Houston’s future as the “epicenter of a global clean hydrogen hub.”

“Texas is the nation’s largest renewable energy producer, home to half of the nation’s hydrogen pipelines, and its companies have unparalleled capabilities in building and operating complex projects,” McKinsey senior partner Filipe Barbosa says. “This is Houston’s moment in time on the global stage.”

McKinsey estimates a Houston-based global hub for clean hydrogen that’s in place by 2050 could generate 180,000 jobs and create an economic impact of $100 billion.

3 Houston innovators to know this week

who's who

Editor's note: In this week's roundup of Houston innovators to know, I'm introducing you to three local innovators across industries — from photonics to robotics — recently making headlines in Houston innovation.

Brad Burke, managing director of the Rice Alliance for Technology and Entrepreneurship

Brad Burke joins this week's Houston Innovators Podcast. Photo via alliance.rice.edu

Collaboration has made a world of a difference for growing Houston's innovation ecosystem, according to Brad Burke, managing director of the Rice Alliance for Technology and Entrepreneurship.

"I think Houston has this culture of collaboration that I suspect that some other major cities don't have in the same way," Burke says on the Houston Innovators Podcast. "And while we're a big city, the entrepreneurial ecosystem feels like a small network of a lot of people who work really well together."

Burke has played a major role in the collaboration of Houston for the past 20 years leading the Rice Alliance, which coordinates many event programs and accelerators — including the Rice Business Plan Competition, energy and life science forums, the Clean Energy Accelerator, Owl Spark, Blue Launch, and more. Click here to read more.

Trevor Best, CEO and co-founder of Syzygy Plasmonics

A new partnership for Houston-based Syzygy will generate 1.2 million tons of clean hydrogen each year in South Korea by 2030. Image via Syzygy

Houston-area energy tech startup Syzygy Plasmonics is part of a new partnership that will develop a fully electric chemical reactor for production of clean hydrogen in South Korea.

The reactor will be installed in the second half of 2023 at Lotte Fine Chemical’s facilities in Ulsan, South Korea. Lotte Fine Chemical, Lotte Chemical, and Sumitomo Corporation of Americas are Syzygy’s partners in this venture.

“Simply improving existing tech isn’t enough to reach the world’s decarbonization goals. Stopping climate change will require industries to reimagine what is possible,” Syzygy co-founder and CEO Trevor Best says in a news release. “Our technology expands the accepted paradigms of chemical engineering. We have demonstrated the ability to replace heat from combustion with renewable electricity in the manufacture of foundational chemicals like hydrogen.” Click here to read more.

Nicolaus Radford, CEO and founder of Nauticus Robotics

Houston-based Nauticus Robotics has hit the public market. Image via LinkedIn

Fresh off its September 13 debut as a publicly traded company, Webster-based Nauticus Robotics Inc. is aiming for $90 million in revenue next year as it dives deeper into the ocean economy.

The stock of Nauticus now trades on the NASDAQ market under the ticker symbol KITT. Nauticus went public following its SPAC (special purpose acquisition company) merger with New York City-based CleanTech Acquisition Corp., a “blank check” company that went public in July 2021 through a $150 million IPO. The SPAC deal was valued at $560 million when it was announced in December.

Nauticus continues to be led by CEO Nicolaus Radford and the current executive team.

“The closing of this business combination represents a pivotal milestone in our company’s history as we take public our pursuit of transforming the ocean robotics industry with autonomous systems,” says Radford, who founded what was known as Houston Mechatronics in 2014. “Not only is the ocean a tremendous economic engine, but it is also the epicenter for building a sustainable future.” Click here to read more.