This two-part eBook will take you through the critical steps companies operating in hazardous industries must take to improve their corporate culture and ultimately reduce operational risk, improve productivity and drive world class performance.
Part two of the guide will show you how to: compares your company to a High Reliability Culture, implement a 4-step culture change framework that will change your culture for the long haul and identify what landmines to avoid for a greater chance of succeeding with your culture change initiative
Graciela Perez, Global Manager at Chevron, shares how the global oil and gas giant is leveraging human factors and data analytics as part of their Lean Transformation.
Download the interview to learn how human factors, linked together with Lean Six Sigma, can help facilitate change management, improve cross functional learning, and deliver safer and more efficient operations.
At a time when the industry is putting increased pressure on improving operational efficiency, how can you ensure that safety remains a top priority for your organization?
Paul Leonard – Vice President of Health, Safety and Environment at Arkema – shares his insights on the company’s journey to safety excellence and how they focused on culture to drive operational excellence and become one of the safest chemical companies in the world.
Exclusive interview with Jim Wetherbee, the only American astronaut to have commanded five missions in space, a former Vice President of Operational Leadership at BP and author of the recently published “Controlling Risk"!
In this exclusive article, Jim discusses the ten common adverse conditions that existed in companies that experienced a major safety incident and how to use the presence and severity of these conditions as indicators to determine if your organization may be drifting toward a disaster.
Download the full interview to find out more.
In this exclusive interview, Ýr Gunnarsdóttir – Operational Excellence / Continuous Improvement Leader for Shell, talks us through how Continuous Improvement (CI) can act as a key enabler for business performance and outcome and how CI ways of working enabled Shell to start-up the Pernis refinery in less than one month after a full shut-down due to a power failure.