01 LOUISA NARA
HSE Senior Executive
SEASON 1 – EPISODE 1
“There are two things you can do with procedures: you can follow them, or you can change them.”
02 LEO PICCIOLI
Leadership & Management Expert
SEASON 1 – EPISODE 2
“I, as a leader, become the warden of the company culture.”
03 ENRIQUE DANS
Professor & Management Expert
SEASON 1 – EPISODE 3
“Why do we feel dizzy? because that way of affecting the environment has become the evidence that we have 20 or 30 years left for human civilization to end.”
04 RAY DALTON
Leadership & Management Expert
SEASON 1 – EPISODE 4
“What I enjoy the most is to connect people with their own capacity for learning.”
05 KINNESH DALAL
HSE Senior Executive
SEASON 1 – EPISODE 5
“My objective is to send everyone home safely.”
07 MANUEL TESSI
Internal Communication Expert
SEASON 1 – EPISODE 7
“When the workers of an organization managed to find a new meaning for an error or a failure or a crisis, they learn, and as a communication expert, I think that’s very valuable.”
08 HORACIO FORCHIASSIN
Oil & Gas Senior Executive
SEASON 1 – EPISODE 8
“An organization is successful when the whole structure, the second line, the third line, and on, understand, follow and are involved in the projects.”
What is safety Culture Leaders?
Safety Culture Leaders is a series of interviews with global leaders which delves into the principal challenges related to risk-based management. These include the generation of high-performance teams and the importance of promoting activities based on Operational Discipline as well as conflict management in the workplace, the central role of the Supervisor in the prevention of the normalization of deviance, connecting with local communities and the increase of environmental legislation.
She is the Global Technical Director of the Center for Chemical Process Safety (CCPS). During her 40 years of experience, she became one of the most influential and inspiring executives in the world.
She brings CCPS’s approach to all over the world: “I think the biggest impact was getting companies across the world to join us in our mission and vision to stop process-related incidents.”
Louisa combines a long-term vision with simple and powerful ideas that seek to transform the lives of organizations: “… if there is one incident that has an impact on the media, it will affect the entire industry. Because the public does not distinguish a good company from a not so good one. An incident is for everyone”.
And she concludes: “Executives are understanding that everything they do is seen. Organizational culture can only change with change in the highest-level leader.”
He is a writer and speaker. He was a CEO for 18 years, first of Officenet and then of Staples Latin America.
A specialist in Disruptive Management, he is a thinker with provocative and challenging ideas.
His vision is to help leaders to develop better leaders: “Looking at the short term only does us a lot of damage. And technology leads us to focus on the short-term. Leaders must go one step further and ensure that our children and our grandchildren have a better world.”
Leo assures us that a leader must be the guardian of organizational culture and that “people no longer have loyalty to a company, but rather to a cause, to a why; they want to work for something that is bigger than themselves.”
Professor of Innovation and Digital Transformation at IE Business School in Madrid. He is a sharp and visionary analyst of the complexity that exist between society, companies, education and technology. Enrique is, perhaps, the most influential Spanish-speaking academic on these topics.
In this interview Enrique shares his vision about the impact of technology in the future of work and explains how routine and repetitive jobs would be transformed by Artificial Intelligence: “the first jobs to be replaced are the jobs that few people want to do […] dull, dehumanizing, dangerous and dirty jobs.”
With more than three decades of experience, he presents an avant-garde view of online education: “It is intrinsically better than traditional education and we all know it, but no one wants to admit it.”
Finally, he conveys his extreme concern for the sustainability of our planet: “Unlimited growth is not sustainable. At some point, the growth rate was faster than the resources available. This way of affecting the environment has become the evidence that we have 20 or 30 years left before human civilization ends.”
As a Senior Coach specialized in Risk Management at the consulting firm Whycomm, Ray accompanies and guides leaders from all levels in their development and self-knowledge process: “Coaching helps people to wake up, to start to pay attention, and to become more responsible.”
He is a modern and disruptive thinker of organizational life. His extensive background in the humanities – Theologist, Philosopher, Psychotherapist and Senior Coach – allows him to make simple and deep connections.
Ray explains the challenge experienced by modern leaders to improve the bond among them: “Who is open to set the relationship with the other as a goal in every conversation? People’s interest is on the finish line, and it leads them to forget the bond. This leaves room for short- term results, but in the medium term it lends itself to mistrust and makes every human context problematic.”
And he concludes: “Pressure in spaces as competitive as the workplace makes people put their humanity on hold.”
He is the founder of the Institute of Integral Studies.
Kinnesh is a global HSE and Operational Excellence executive with an unparalleled multicultural experience. He has held key positions in Bangladesh, Singapore, India, China, and the United States, from where he has influenced Latin America.
During his time in Vaca Muerta (Argentina), in the most important unconventional oil project in the world outside the United States, he reflected upon a concept as simple as it is central to strengthening the Process Safety Culture: the role of leadership: “Leaders have a key role in establishing the rules and following them. If they don’t have a common belief, then one individual act could jeopardize the life of other team members.”
He also refers to the importance of integrating contractors to the company’s culture: “If you start taking care of them, then I’m sure they will be part of your team.”
Finally, he shares an ambitious personal mission: “My desire is not only to just eliminate the injuries and incidents in industries throughout all the nations and to improve all the human’s performance but also in the society.”
She is one of the most influential Process Safety executives in Latin America’s Oil & Gas Industry.
Throughout her career, she has approached Risk Management from a cultural perspective and promotes intermediate organizations – among which CCPS, ARPEL, IAGP, and IOGP stand out – in order to facilitate “collective dialogue” and “consolidate the experience of the industry”.
Mary Stella explains that “part of the job of the HSE and Risk Management specialists is to alert the Top Management to be fully aware of what the risks are and how to manage them.”
She believes that the key to successful Risk Management is “giving people a voice”. And she concludes: “One of the issues that must be discussed in Latin America is people’s worth.”
He is one of the most recognized and influential Internal Communication experts of Latin America.
Author of the books “Internal Communication in Practice” and “Integrated Internal Communication”, he explains that “the current enemy in the world of work is fragmentation. And the meeting point among the different generations of workers is that we are all dying to find meaning in our work.”
At the same time, he assures that “when workers in an organization give meaning to a crisis, they learn. And that is net worth for the organizations. After learning people are worth more.”
Manuel is the author of the 1A ® Communication System, which is a comprehensive methodology of internal communication for leaders, teams and organizations.
With more than four uninterrupted decades in the Oil & Gas industry, integrating international directories and the role of Country Manager in Argentina, today he capitalizes on his experience generating synergies between the different social actors, both public and private.
In his role as leader of the highest level, he led the exponential expansion of a business, during the conceptual transformation of the discipline: from “barrel-oriented” cultures to operational excellence.
“The challenge is for the collaborators to be convinced to accompany the projects. Success in an organization is alignment when all lines are involved. When people are not motivated, it’s very difficult.”
Horacio brings his experience to the provincial state, regional economies and the Argentine nation in the development of its energy matrix through the activity of Oil and Gas, and is an active participant of intermediate entities and technical associations such as the Chamber of Special Oil Operations Companies, IAPG, LADS and the Oil Club.
The Oil & Gas industry faces a global challenge that, just like the figure of the iceberg, only shows us a small pop-up, which appears in the form of a question: How to avoid the repetition of incidents?
Having gone through a period of pronounced descent in the accidentology curve, organizations arrived at a plateau and, at the same time, at a crossroads.
In spite of exponentially increasing their efforts, the growing difficulties in obtaining a social license and the approval of local communities put at risk both the start of new operations as well as the continuity of others already in operation.
MARTÍN ENRIQUE FERNÁNDEZ
Senior Consultant & President | Whycomm S.A.
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