_______________________________________________________________________ Ebara Elliott Energy Group( EEE)
We’ ve shifted from being a vendor that reacts to being a partner that anticipates. We started investing in 2023, across a range of different areas to secure that future, and it’ s an exciting era to be part of
While new approaches and investment can reshape a business, it is culture that determines whether change takes hold.“ When I was appointed COO, I noted some areas of culture that needed to be improved,” says Shane. The list, which covers topics such as being a catalyst for change, passion, honesty, accountability and innovation, remains on his wall to this day.“ I look at it every day and we are making progress. A challenge is ensuring our plans are defined for the whole world, as we are a global business.
“ We’ ve got the scale of a global leader with the speed of a local partner. We call that glocalization. Ultimately, we are more agile than the‘ Big OEMs,’ allowing us to solve complex challenges and meet deadlines that would paralyze a larger, more bureaucratic organization.”
Building confidence is part of this agility, by empowering staff to have their own voice and be strong advocates for their own ideas.“ We tell the teams not to fear failure – we will move forward and fix problems, as we evolve systems and technology,” adds Shane.
That same ethos of empowerment underpins how EEE approaches safety. Although the company already performs better than the industry average, the goal is nothing short of zero incidents.“ When people come here, they should go home to their families the way they came,” Shane states. Supporting that commitment is a culture in which every employee is authorized to stop work the moment they identify a risk- no questions asked, no permission needed. Growth, Shane is clear, only happens once safety comes first.
Concerted efforts in staff training are also helping to maintain this new company ethos. The business’ new EEE Academy is designed to be a leadership factory, from hands-on technician workshops to high-level leadership tracks. The focus is on reskilling all levels of the workforce specifically for sustainability and digitalization.“ Ultimately, the goal isn’ t just‘ training’; it’ s creating an agile team that can pivot as the energy market shifts.
“ Our HR leader, Jason Reynolds, proposed the idea of us starting a global training university, to unite all the separate programs that were in place. I loved the idea! We changed it to an Academy, recruited outside help to set it up, and have already had cohorts of executive and middle management candidates complete customized programs. That has gone well, and most of them are already in jobs that are a step or two steps above where they started.”
When Shane and Nobu began their work in 2022, the goal was never just short-term improvement- it was legacy. Yet their bold investment strategy has already delivered success. They have built a company that can change with confidence.“ The last three years have been the best in the 110-plus-year history of the company, and we want to keep that momentum going,” Shane concludes.“ Evolution is our only path to winning.” ■
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