Andy

"“Bad companies,” Andy wrote, “are destroyed by crisis. Good companies survive them. Great companies are improved by them.”"

"Andy made one-on-ones mandatory at Intel. The point of the meeting, he wrote, is mutual teaching and exchange of information. By talking about specific problems and situations, the supervisor teaches the subordinate his skills and know-how, and suggests ways to approach things. At the same time, the subordinate provides the supervisor with detailed information about what he is doing and what he is concerned about. . . . A key point about a one-on-one: It should be regarded as the subordinate’s meeting, with its agenda and tone set by him. . . . The supervisor is there to learn and coach.* The supervisor should also encourage the discussion of heart-to-heart issues during one-on-ones, because this is the perfect forum for getting at subtle and deep work-related problems affecting his subordinate. Is he satisfied with his own performance? Does some frustration or obstacle gnaw at him? Does he have doubts about where he is going?"

"All board meetings in INEOS commence with safety. Note: In INEOS safety comes before finance and profit. Every single recordable injury is described by the relevant management team to Andy and me in our monthly board meetings. Cause, consequence, learnings and actions are presented and collectively agreed. INEOS starts and ends with safety. Every employee knows this. We unashamedly have bonus metrics based on safety. It requires constant attention, or it slips quickly. This means developing a corporate attitude and commitment to safety from all employees."