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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Houston 3D printing company closes latest round of funding, plans to hire

money moves

Roboze — an Italian high-performance 3D printing company with its U.S. headquarters in Houston — closed a multimillion-dollar round of funding this month with investments from an international group of leaders from diverse backgrounds.

Investors include Nova Capital, Lagfin, Andrea Guerra, Luigi De Vecchi, Roberto Ferraresi, Luca Giacometti, Denis Faccioli and others, according to a statement.

“We are honored to have a group of investors of this caliber, who strongly believe in the vision of Roboze and in the change of production paradigm that our technology is enabling by replacing metals and producing parts without wasting raw materials," Alessio Lorusso, founder and CEO of Roboze, said in a statement.

Roboze aims to put the funds towards the research and development of a new "super material" developed in the company's R&D facility in Italy, where the company is also building a new chemistry lab.

The company added that it will also be implementing an aggressive hiring plan in 2022, hiring 60 experts in the next 12 to 18 months in fields such as materials science, chemistry, business development, aerospace, medical devices, and field and applications engineering. Half of the new jobs will be based in the U.S. while the others are slated to be located in Italy and Germany.

Roboze specializes in manufacturing industrial 3D printing technology, such as its ARGO1000, which the company says is the largest printer of its kind. Through a process called Metal Replacement 3D Printing, the company uses super polymers and composites like PEEK and Carbon PEEK to create large-scale, end-use parts for an array of industries—from aeronautics equipment to medical manufacturing.

The company currently works with GE, Bosch, and Airbus, among others, and announced in the statement that manufacturing giant Siemens Energy acquired its first 3D printer from the company.

"We think additive manufacturing is playing a key role in digitalization and cost out in the energy sector. At Siemens Energy we evaluated many companies and found that Roboze technology for high temperature polymers has met our engineering qualification and expectations," Andrew Bridges, Service Frame Owner at Siemens Energy, said in a statement. "As a result, we acquired our first machine and look forward to expanding our relationship with Roboze."

Atlanta growth equity firm acquires Houston health care startup

M&A moves

A Houston-based startup specializing in minimally invasive vascular procedures has made an exit.

Fulcrum Equity Partners, based in Atlanta, has announced the acquisition of Texas Endovascular Associates, a specialty physician practice across five locations in the greater Houston area. The terms of the deal were not disclosed.

“We are excited to partner with the Texas Endovascular team to continue growing the impressive platform they have already built,” says Tom Greer of Fulcrum Equity Partners in a news release. “The company has created a differentiated service model and is well positioned to continue its growth in Texas. We look forward to building on this strong presence in the state as well as pursuing strategic acquisitions as we expand its geographical footprint.”

Fulcrum manages over $600 million in assets and provides expansion capital to rapidly growing companies within health care — including IT, B2B software, and more.

The new funding will spur Texas Endovascular's growth into its next phase of business.

“We knew that finding the right equity partner was critical to our long-term growth prospects,” said Sean Mullen, CEO of Texas Endovascular. “After an exhaustive search and after meeting with multiple prospective PE firms, we chose Fulcrum because of their healthcare experience, collaborative approach, and impressive track record. We are excited to enter this new chapter in our company’s life with Fulcrum as our partner."

The two entities collaborated with Founders Advisors LLC, a merger, acquisition, and strategic advisory firm serving middle-market companies.

“Working with the founders of the practice, Drs. Fox and Hardee, as well as the CEO, Sean Mullen, was a pleasure. The entire team at Texas Endovascular acted as a cohesive unit and persevered to find the right partner in Fulcrum," says Michael White, managing director at Founders Advisors. "We are grateful for the opportunity to be a part of this process and we are looking forward to the future of Texas Endovascular in partnership with Fulcrum”.

New ERCOT dashboards let Houstonians check energy supply in real-time

power check

With winter temperatures and last year's freeze still top of mind for many Texans, the Electric Reliability Council of Texas, or ERCOT, has rolled out new dashboards to help you keep tabs on the energy supply in real-time.

Local may not have heard of ERCOT until the winter storm in February 2021 that would go on to take the lives of 246 people after the freeze overwhelmed the power grid and left millions freezing in the dark.

Since that storm, anxiety has been high. But these dashboards may help Texans get a gauge on what we're dealing with at any given moment.

The ERCOT site features find nine different dashboards on the Grid and Market Conditions page. Each dashboard has a timestamp of when it was last updated and if you select "Full View," you'll get a detailed explanation of what the graphs mean.

If things are normal, the grid will be green. But if it's black, that means we're in an energy emergency level 3, so expect controlled outages. Energy conservation would also be critical.

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